Debunking Myths & Misconceptions About the TPM Role: Part 1

TPMs are not always well understood. I have come across countless myths about this role. The TPM role can be broad and fuzzy which often leads to lack of clarity about TPMs really do. There are many questions about the core responsibilities of a TPM and the value they bring to technical teams. There is no universal agreed upon definition of the TPM role which can lead to confusion and misconceptions about technical program managers.

Myths about Technical Program Managers Role - TPM Myths

1. Myth: TPMs are project managers for a product or engineering team

• No, TPMs are technical thought leaders and strategic partners to engineering/product teams. They participate in full software lifecycle, right from understanding the vision/strategy, discussing requirements and technical feasibility to getting to launch on time with high quality. TPMs do not just build schedules and check things off a list. TPMs utilize their deep domain expertise to build a cohesive and holistic program execution strategy.

2. Myth: TPMs are essentially Launch/Release Managers

• No, TPMs possess deep understanding of product and solutions to influence prioritization, balance short term hacks with long term scalability, assess risks/dependencies and ensure solid execution with a focus on quality. Of course many projects have an end goal which can be termed as launch or release. However, a successful launch is the culmination of immense effort made through the entire software development lifecycle.

3. Myth: TPMs are Crisis Managers

• No, in fact TPMs should be seen as Crisis Preventers. Do NOT bring on a TPM when you are already in deep crisis. A TPM should be involved from the start of the program so they can leverage their technical understanding and program expertise to prevent crises and mitigate risks proactively. Firefighting with good results can feel very rewarding but true TPM skills help avoid pitfalls and prevent risks from turning into fires.

4. Myth: TPMs help scale EM/PM

• No, TPMs work alongside their engineering/product partners. TPMs should never be brought on by an EM or PM to do the things they don’t want to do. TPMs are not note takers and task creators. Bring on TPMs when you have projects that are complex, ambiguous, require multi-year technical roadmaps or highly time sensitive.

5. Myth: TPMs create processes that slow us down

• No, in fact TPMs are like catalysts speeding up teams through carefully formulated lightweight frameworks. These best practices help organizations build highly efficient and effective teams that can scale effortlessly to meet goals and be impactful.

What other myths have you come across? Share them in comments below.

Here's more myths about the Technical Program Manager role shared by Krishna

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Frequently Asked Questions (FAQs)

What is the role of a Technical Program Manager (TPM)?

A Technical Program Manager (TPM) is a strategic partner to engineering and product teams, responsible for driving complex technical initiatives from conception to execution. Unlike project managers, TPMs focus on technical feasibility, risk mitigation, and scalable program execution rather than just timelines and task tracking.

Is a TPM the same as a project manager?

No, TPMs are not project managers. While project managers focus on schedules and deliverables, TPMs engage in technical discussions, product strategy, and cross-functional alignment to ensure smooth program execution. They play a key role in driving technical initiatives and solving scalability challenges.

Do Technical Program Managers only focus on release management?

No, TPMs go beyond launch and release management. They contribute to the entire software development lifecycle (SDLC), from architecture discussions and risk assessments to ensuring smooth execution and long-term scalability. A release is just one milestone in a TPM’s broader strategic responsibilities.

When should a company hire a TPM?

Companies should hire a TPM when they have complex, cross-functional programs that require deep technical expertise and coordination. TPMs are crucial for scaling teams, aligning engineering efforts, and managing dependencies across multiple teams. Bringing a TPM only during a crisis is a mistake—they are most effective when involved from the start to prevent issues before they arise.

Are TPMs just note takers for engineers and product managers?

 No, TPMs are not administrative assistants. They are technical leaders who drive program execution strategy, facilitate cross-team collaboration, and optimize delivery frameworks. TPMs work alongside engineering and product managers, not as their assistants, but as critical strategic partners.

Do Technical Program Managers create unnecessary processes that slow teams down?

No, TPMs are catalysts for efficiency. They introduce lightweight, scalable frameworks to accelerate execution, improve collaboration, and reduce bottlenecks. Instead of slowing teams down, TPMs enable teams to move faster and scale effectively.

Can a TPM replace an Engineering Manager (EM) or Product Manager (PM)?

No, TPMs do not replace EMs or PMs. Instead, they work alongside them to drive alignment, manage dependencies, and ensure technical execution. While EMs focus on people management and PMs on product vision, TPMs bring a holistic view of program execution to ensure technical and business success.

Are TPMs only needed for large organizations?

No, both startups and large enterprises benefit from TPMs. Startups with complex technical roadmaps and scaling challenges need TPMs to orchestrate engineering efforts, manage dependencies, and streamline execution. Large organizations require TPMs to align multiple teams and manage cross-functional initiatives at scale.

What technical skills should a TPM have?

A TPM should have strong technical acumen in areas like software development, system architecture, APIs, cloud infrastructure, and technical trade-offs. While they don’t code daily, they engage in deep technical discussions, assess feasibility, and ensure smooth program execution.

What are common misconceptions about the TPM role?

Some common myths include:

TPMs are just project managers ✅ (False – they drive technical strategy and execution)

TPMs only focus on launches ✅ (False – they align teams, manage risks, and optimize execution)

TPMs only work in large companies ✅ (False – startups also need TPMs for scaling efficiently)

TPMs create bureaucracy ✅ (False – they improve efficiency with lightweight frameworks)

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