Welcome to the month of November. I am excited to reboot my newsletter in a new monthly format. Of course this coincides with my new role in Walmart as Staff TPM at PeopleTech, which is exciting, so I will definitely look to add a hint of SRE and DevOps topics over the course of my newsletters.
for Driver, Approver, Contributors, and Informed, DACI helps you “determine who is involved in which decisions, and in what way.” The framework categorizes roles to ensure everyone understands their level of involvement in the decision-making process
Let’s dive deep into a prominent PMI-PMP area of study, Organizational Structures. As a Technical Program Manager, being able to understand your organization’s structure helps you better align with the right leadership influencers, in turn to more effectively communicate, influence decision and execution, better conflict resolution, and more.
In the dynamic and fast-paced environment of Amazon, a Technical Program Manager (TPM) plays a critical role in driving the success of complex technical projects. The TPM’s ability to navigate the intricacies of program management while maintaining a clear technical vision is essential. Here are the top ten essential
Estimations are a cornerstone of Agile project management, offering teams a means to forecast effort, set expectations, and make informed decisions. However, the accuracy of these estimations can be significantly influenced by various cognitive biases. Understanding these biases and their impact is crucial for any team striving to improve their
What is Kubernetes? Kubernetes, often abbreviated as K8s, is an open-source platform designed to automate the deployment, scaling, and operation of containerized applications. Originally developed by Google, Kubernetes has since been donated to the Cloud Native Computing Foundation (CNCF) and has become the de facto standard for container orchestration. Why
Dependencies in software development is an inevitability, especially when it comes to complex projects involving multiple teams, components, or external vendors/systems. As a technical program manager, managing these interdependencies is what makes or breaks you, and leadership look to you to ensure a timely delivery and maintain agility. In
In my early days as a Technical Program Manager, I vividly remember a project where we proudly embraced Agile methodologies. We were a “raving” team, enthusiastic and committed to delivering high-quality software. However, as we progressed, it became evident that our enthusiasm alone wasn’t enough. Leadership were skeptical of
Over the past few years were have been witnessing the emergence of Development Operations (DevOps), a discipline emphasizing the execution, monitoring, and improving of software delivery, ideally through continuous integration, continuous deployment (CI/CD), automated testing, and leveraging infrastructure as a code. Agile advocates principles and practices that are collaborative,
As an agile evangelist, ensuring my teams continuously improve is a pinnacle component of sprint planning and executing. I always insist on having one story dedicated process and operational improvement each sprint to ensure we constantly evaluate and improve our methods and practices to achieve better results and outcomes. There
Evidence-Based Management (EMB) “is an empirical approach that helps organizations to continuously improve customer outcomes, organizational capabilities, and business results under conditions of uncertainty“, according to the EBM Guide, a framework for delivering value through strategic goals through intentional experimentation and evidence (measures) in order to improve organizational performance over
It’s no secret I always love to squeeze a rugby analogy into my day to day tech world, not just because I unbiasedly think rugby to be the best sport in the world, but because I feel it has a lot of relevances in today’s agile world. Why’