Senior Technical Program Manager Job Description
Technical Program Management, How to become a Program Manager, The role of a senior manager in large organizations, Senior Project Managers: A New Perspective on the Management of Multi-Scale Business Process Improvement and more about senior technical program manager job. Get more data about senior technical program manager job for your career planning.
- Technical Program Management
- How to become a Program Manager
- The role of a senior manager in large organizations
- Senior Project Managers: A New Perspective on the Management of Multi-Scale Business Process Improvement
- Program Management Candidates: The Road to Knowledge
- The Key Roles of Senior Program Managers
- Technical Program Managers
- The Senior Project Manager
- Job Description for a Program Manager
- Career Transitions for Senior Technical Program Manager
- Business Skills in Business
- Technical Program Managers: A Journey Through the Looking Glass
- Program Management
- Getting the Most Out of Technical Program Management
Technical Program Management
You may be interested in the job descriptions. You want to learn more about what it takes to be a technical program manager before you start. Imagine that a CTO is looking to develop and bring to market a software product.
They would create a program that would be managed by a TPM. Program Management positions are strategic in nature and focus on long-term initiatives that will meet the organization's goals. TPMs must be able to develop programs that can accomplish a larger strategy.
A technical program manager needs an enthusiasm for high-level planning and strategic thinking. A successful TPM must have a deep understanding of the company's goals and objectives. The TPM wouldn't be able to develop and deploy programs that would result in success and create an impact if they weren't there.
TPMs need to have an intimate understanding of their organization's particular goals to be most effective in their role. A successful strategy definition and execution is dependent on domain expertise. To be a good TPM, you should always be sure to get deep knowledge of your company's specific domain.
TPMs are responsible for the initiation of programs, from strategy creation to execution to delivery to completion, while monitoring and reporting their status to the program stakeholders and all involved parties throughout the program's lifecycle. They play a critical role in various phases of the program. They play a key role in helping to mitigate any problems that may arise.
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How to become a Program Manager
Are you familiar with Program Managers or are you wondering if they do the same things as Project Managers or Product Managers? There are conflicting roles and responsibilities for program managers. A program is a collection of projects that serve a goal.
An organization plans to develop software for accounting purpose and wants to market it to the right target audience. Program Management is about the skills and techniques to manage a program. A program that consists of a lot of projects would be difficult to manage.
You are aware of the field of program management. The role of a Program Manager is to manage a program that is made of multiple projects. A program manager is responsible for achieving the goals of the organization.
Program Manager usually interacts with stakeholders and senior leaders in an organization. Their key performance indicators are aligned with the organization's financial goals. You are aware of the Program Managers job description.
You might be wondering how to become a program manager. A Project Manager with a good record of delivering successful projects is usually promoted to a Program Manager role. You need a tool to become a successful Program Manager.
The role of a senior manager in large organizations
The title of senior manager is often used in large organizations. A senior manager has authority that is more broad than a front-line manager, and a door is usually open for senior managers to move into a director general manager role. The position can involve a lot of challenges and it almost always brings with it a lot of responsibility.
Success can be dependent on your personality and skills, as a senior manager is not for the faint of heart. Senior managers might direct workers or they might direct several supervisors. The senior manager is often the one who oversees the most important groups.
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Senior Project Managers: A New Perspective on the Management of Multi-Scale Business Process Improvement
The senior project manager leads multiple project teams. Senior project managers work on large projects. They work with multiple teams and each project manager is reporting to them.
Senior PMs provide a higher level of management to projects and project teams as well as to the organization they belong, and they don't duplicate the work of project managers. They have the authority to run projects on a day-to-day basis and delegate tasks to individual project managers. Senior project managers have a lot of experience in process improvement initiatives.
They have experience with project delivery that spans across business units, which allows them to work in all types of industries. Senior PMs can support program management, project portfolio management, and other project management office duties. They provide big-picture assistance to the organization and manage all aspects of related projects to ensure alignment of the overall program with strategic business objectives.
They manage initiatives that span across business units. Senior PMs define realistic project goals and objectives for their managers. They prepare estimates and develop detailed project plans.
Senior-level PMs help identify resources and budget requirements and help in their procurement to make sure the team gets the project goals. Project scope and its changes are under their supervision. Senior project management jobs are important to the success of junior project managers.
Program Management Candidates: The Road to Knowledge
It all requires a balance of credentials. The TPM candidates who have the technical expertise will have street cred with their staff, the soft skills to make them good at managing others, and the business savvy to help them communicate with upper management. Program-management candidates are ready to take on more responsibilities, having grown up working the more technical aspects of a job. They need just enough technical knowledge to understand how to make sound judgments about project estimates, resources, and risks, but they shouldn't get too far into the weeds of technology that they're mistaken for engineers or developers.
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The Key Roles of Senior Program Managers
All candidates for the senior program manager job must have a bachelor's degree in computer or information science and have completed business school. Most companies prefer an undergrad degree in business, and prior experience in the field is required. Five years is the minimum that should be in your business sector.
It is said that the qualities of a great leader are intangible, a certain "it" factor you know when you see it, but can't quite put into words. To attract program managers with the qualities you seek, you need to do that. You need to put those qualities into words and write the important job responsibilities section of your senior program manager job description with the right combination of elements to get the interest of truly winning candidates.
Technical Program Managers
Technical program managers are in charge of product development. Their duties include helping to develop products, coordinating the development of new technologies, and ensuring timely delivery. They may be required to monitor software performance metrics.
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The Senior Project Manager
A Senior Project Manager will contribute to the company's success by planning, executing and managing medium to large projects using sound judgement, strong interpersonal skills, and effective tools and techniques. Projects typically require both a business and technology focus, and may deliver new or enhanced capabilities to multiple functional areas, or may support a larger cross-functional program being managed by a program manager. The Senior Project Manager is responsible for managing project scope, timelines, budget and the effective and high-quality delivery of key digital solutions.
They make timely decisions to ensure project success within set parameters. They make sure expectations are communicated and met. The Senior Project Manager is responsible for overseeing a lot of complex projects.
Job Description for a Program Manager
A program manager is a person who works between multiple projects at a business to make sure they benefit each other and align with the business goals. They are different from project managers because they don't directly oversee individual projects. A program manager is a person who works with projects.
They ensure that project goals align with the company's objectives. The job description for a program manager can be different. You need to post a program manager job listing that reflects your needs if you want to advertise a program manager job.
If you are looking for a human resources program manager, you should post a job description. If you need help in your IT department, you should create a job description for an IT program manager. You could also post a program manager job description to attract candidates from abroad.
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Career Transitions for Senior Technical Program Manager
If you have the skills as a senior technical program manager, you can transition into a related role, such as program manager or technical project manager, which could open up different career paths for you. The most common career transitions for senior technical program managers are listed below.
Business Skills in Business
Whatever you call them, they are skills that are required to be effective in business, such as skills in communication, critical thinking, and personal management. With so much research being done about business skills, ESI became interested in the overall state of business skills in the marketplace. In May 2006 the company hired an independent research firm to conduct a study on the need for business skills in technical and specialized professionals.
The research was done to find out how customers and non-customers define business skills and whether business decision-makers feel their technical and specialized employees need business skills in order to succeed. The best business people and program managers in the world are those who are able to tie their work directly to the business. Everyone gets stuck in overload in-boxes, day-to-day to-do lists and miniature crises, but you must be able to link every task you do to specific organizational goals and objectives.
You are wasting valuable time and effort by devoting resources to things that won't help your program move forward. Program managers can take advantage of the use of metrics in financial management. By clearly outlining a project's desired financial outcomes and applying meaningful metrics to those outcomes, you'll be able to chart your progress toward achieving your goals.
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Technical Program Managers: A Journey Through the Looking Glass
Junior-level Technical Program Managers have proven themselves capable of guiding a technical team. Technical program managers receive a new project daily and watch it from start to finish. They must think fast and come up with a solution that doesn't waste time or resources.
Technical Program Managers look for ways to be more technically savvy, and put into place new and better software that will streamline services. They document their work and their progress to executives, stakeholders and clients. Define your goals and duties by studying the work of those around you.
Having a better understanding of what your colleagues do and what their goals are in terms of participating to the organization will help you see your own responsibilities and ambitions clearer. Technical program managers must be skilled at communicating and have good technical skills in order to handle any bugs that occur. Technical Program Managers will be in demand in their profession if they keep an eye on technical developments.
The roles of program and project management have grown over the past two decades due to the development of organizations and institutions. There is an increasing need for skilled program management practitioners. A program manager is often confused with a project manager and provides necessary oversight for many related projects of a new business initiative.
Program management is a discipline that provides necessary administration for a slate of projects to achieve a beneficial business goal. Programs can focus on ways to be more profitable, reduce waste, manage a business or cultural change, or deploy a new system or product. A program manager is trying to provide oversight.
Good program management involves coordinating numerous projects, managing different stakeholders, and working to achieve the desired outcome. A program can deploy, conclude, and outlive many different projects. Some will argue that projects have an eventual life span, but more often than not, programs are ongoing and evolving.
The main function of an SRO is to protect the interests of the C-suite, board of directors, or main sponsor through oversight and decisions that keep program objectives in line with overall business strategies. The sponsor works closely with the program manager to clarify decision making. A successful program manager uses strategies that guide, referee, and integrate the various projects and the respective project managers involved in the initiative rather than micromanaging individual projects.
A skilled program manager can coordinate the effort, communicate the vision, and offer a high level of oversight to bring together multiple related projects and create a business benefit or change. A tangible deliverable is usually a result of a scope, budget, and timelines in project management. The project manager is responsible for delivering one piece or part of a larger vision.
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It doesn't distinguish between the different types of Technical Program Managers. The specificity of the roles has exploded over the last couple of years.
Getting the Most Out of Technical Program Management
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