First TPM on a team - What you need to know!

Are you the first and only TPM on a team? Are you overwhelmed and don’t know where to start? Are you facing a lot of pushback? I hope this post will help you figure out the best path forward.

Firstly, congratulations on being the first TPM on a team. This challenge is actually a huge opportunity if you can stay focused and carve the path forward. You will have the ability to define the role of TPM and influence the set up the TPM function. You may get the opportunity to lead a TPM team in the future.

I have been the first and only TPM on a team more than once and learnt a lot through those experiences; and it is how I found my passion for helping organizations understand the role of a TPM and helping other TPMs make the most impact. I will share some key pointers below that you should keep in mind and steps to help you think strategically.

New to the TPM role and team = NO!

If you are brand new to the TPM role, join a team where you have at least 1-2 other TPMs that you will be interacting with directly. Having access to people with prior experience as a TPM and learning from them will be highly beneficial and valuable in this situation. I won’t say it is impossible for a new TPM to succeed on a new team but it makes the job more challenging. My rule of thumb is to not change more than 1-2 variables at a time. You should be able to leverage your experience for at least 50% of your job.

New TPM Function - Practice the TPM pitch!

Be ready to tell everyone what a TPM does over and over. Most people may not know what a TPM does or may have a negative impression of the role. Others may feel apprehensive about the impact to their day to day work. Clarify the purpose of the TPM role and why it is import to create the TPM function at this time.

This is your opportunity to ensure that they have a great working experience with a TPM so that they can support you and the TPM community in the future. Define what your role will look like. The TPM role is broad and open-ended, so define your TPM brand and how you want to establish yourself and the function in this organization. Evangelize the role, its core value and benefit to the organization.

Don’t just be a filler or glue Be a Catalyst and a Force Multiplier!

Leverage your sponsor!

You were hired because at least one senior person in the company values the TPM role, has worked with them in the past and sees the impact it can have on the current company. So make sure you stay in sync with them. Understand the goal of the team/org and their pain points. What are the hurdles that are preventing the team from scaling and being productive. Get their support as they introduce you to other team members. Make sure the two of you are aligned on what your role as a TPM will be. Work with them to ensure that they have your back and give your air cover if needed

Change is challenging!

Before you go off and implement new processes and best practices, understand the dynamics of key individuals on the team. What has been their experience working with TPMs in past workplaces? What are they struggling with and where do they need help? Change is like an elephant - extremely difficult if there is no willingness. People are more open to change if they understand the value it brings to them. You want to create goodwill and get buy-in. Make it an interactive conversation, get ideas from everyone and incorporate them where possible. Make them feel part of the decision making process. Prioritize which problems need to be solved fast and what can wait. Don’t try to do it all at once.

Learn to say No!

Now that you have made progress, implemented new frameworks and started to manage different programs, be aware of taking on too much, Depending on the organization’s size and goals, the scope of work will no doubt be large. There may still be a misplaced thinking that TPM does everything that engineering doesn’t want to do - like managing tasks. Be aware of the type of work you are taking on and make sure to prioritize in a way that helps you leverage your strengths.

Drop the right balls!

Scale yourself!

Once you have gotten past the initial challenges and established yourself as a valuable member of the team, start thinking about how you will scale yourself. How will you balance the big picture and breadth vs diving deep to problem solve day to day problems. Saying No will help you in the short term, but think about what does the organization need long term. When is the right time to grow the TPM team? Work with your manager/sponsor to establish the requirements for a new role. As the team sees value in your role, they will want more so make it your responsibility to set up a strong TPM team. Polish your leadership skills and be strategic on the next steps that will not just help your team/company but also pave the way for your career growth!

Good Luck!

I have some great templates to get you started in your new role. Check out the TPM Starter Toolkit and the TPM Advanced Toolkit.

Don't Miss The Ultimate Course to Crushing Your TPM Interview

Frequently Asked Questions (FAQs)

What is a Technical Program Manager (TPM)?

A Technical Program Manager (TPM) is a professional responsible for managing large, complex projects that span multiple teams, ensuring on-time delivery, mitigating risks, and aligning technical execution with business goals.

What is the role of the first TPM on a team?

The first TPM on a team is responsible for establishing the Technical Program Management function. They define the scope of the TPM role, create processes, and build trust with team members. This position provides an opportunity to shape the future of the TPM team and influence the company's approach to program management.

What challenges do first-time TPMs face on a new team?

First-time TPMs on a new team face challenges like defining the role of the TPM, dealing with team pushback, gaining buy-in, managing expectations, and balancing their workload. Without prior experience or guidance from other TPMs, the role can be overwhelming, especially when managing multiple stakeholders and driving new processes.

How can a first-time TPM define the TPM role on their team?

To define the role of a TPM on a new team, you should clearly communicate the purpose and value of the TPM role. Evangelize how it contributes to the team's success, and ensure stakeholders understand your role as a catalyst for productivity and alignment. Work with your manager or sponsor to set role expectations and align on deliverables.

What is the importance of having a sponsor as a new TPM on a team?

A sponsor is crucial for a new TPM as they provide support, guidance, and advocacy. Sponsors help introduce the TPM to key stakeholders, align expectations, and provide 'air cover' if challenges arise. Their backing is essential for the TPM to establish credibility and make a lasting impact on the team.

How can a first-time TPM overcome resistance from the team?

To overcome resistance, focus on building relationships, understanding team dynamics, and involving team members in the decision-making process. Share the value and benefits of new processes and frameworks. Get feedback and incorporate team suggestions to build goodwill and foster collaboration.

Why is it important for a new TPM to learn to say no?

Learning to say no is essential for a TPM to avoid burnout and ensure they are working on high-impact initiatives. Without clear boundaries, TPMs may end up taking on tasks that don’t align with their strengths or the team's goals. Prioritization ensures the TPM can maintain focus on key objectives and avoid becoming a 'task manager' for engineering teams.

How can a first TPM on a team scale their impact?

To scale their impact, a first TPM should focus on balancing big-picture strategy with daily problem-solving. They should also identify when it's time to grow the TPM team, work with leadership to define hiring criteria, and build systems that allow for sustainable growth. Scaling also involves leveraging leadership skills and developing scalable processes.

What should a new TPM focus on in their first 90 days?

A new TPM should focus on building relationships, defining their role, evangelizing the value of the TPM function, and identifying key pain points for the team. They should also prioritize quick wins, seek alignment with their sponsor, and establish clear processes that will create a foundation for long-term success.

What resources are available for new TPMs on TPM Academy?

New TPMs can benefit from templates, toolkits, and courses like the 'TPM Starter Toolkit' and 'TPM Advanced Toolkit.' These resources provide guidance on defining the role, managing cross-functional dependencies, and mastering key technical program management concepts.