Building Rome(s)

Building Rome(s) is a Substack focused on enhancing the skills and methodologies of Technical Program Managers (TPMs). It covers growth strategies, task management, program structuring, decision-making with AI, career advancement, risk communication, and the differentiation of TPM roles from Product Managers, emphasizing on real-world applications, strategic and tactical planning.

Technical Program Management Career Development Productivity and Task Management Risk Communication Program Structuring Decision Making with AI Role Differentiation in Tech Teams Software Development Methodologies Project Planning and Execution

The hottest Substack posts of Building Rome(s)

And their main takeaways

Convergence Points

15 implied HN points • 31 Jan 24
💼 Business Management Communication Processes Leadership Teamwork
  1. Effective organizations succeed through quick movement, nimbleness, decision-making, and goal achievement.
  2. Meaningful conversations serve as crucial convergence points in successful cross-functional projects.
  3. Processes can hinder communication if they don't facilitate conversations; prioritize conversational effectiveness.

Shape of "Trust" - Pt 3: Roads - When Teams Lack Trust

7 implied HN points • 13 Jan 24
💼 Business Teamwork Leadership Communication Trust Conflict resolution
  1. Trust is vital for effective teamwork, based on collaborative problem-solving, honesty, respect, mutual support, and open communication.
  2. Undermining factors of trust among teams include ego, politics, incompetence, and failure of leadership.
  3. Technical Program Managers (TPMs) can address challenges by promoting humility, managing relationships, identifying struggles, and advocating for transparency.

The Blurred Line Between Methodology and Framework

13 implied HN points • 24 Aug 23
🕹 Technology Methodology Framework Software Development Agile Project management
  1. The role of a Technical Program Manager (TPM) involves defining and implementing the methodology and framework for software development projects.
  2. Methodologies provide general principles while frameworks offer specific plans of action.
  3. It's important for TPMs to be flexible in choosing the right methodology and framework based on the project's specific needs and requirements.
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Feeling overwhelmed by information / TPMs are World Builders / The Right Amount of Slack

11 implied HN points • 18 Jul 23
🕹 Technology Time management Technical Skills Professional development
  1. Feeling overwhelmed by information is common for Technical Program Managers, so it's important to focus on what truly matters and develop a system for rapid recall.
  2. TPMs are not just program runners; they are world builders who can shape engineering organizations by influencing decision-making processes, strategy, and more.
  3. Adding the right amount of slack in project plans is crucial for TPMs to build flexibility and account for uncertainties, especially in testing phases.

🔐 A Practical Guide to Structuring Your Technical Program

11 implied HN points • 09 Jul 23
🕹 Technology Templates
  1. A Program Structure involves activating a program at tactical and strategic levels by focusing on information, communication, and momentum.
  2. The foundational pillars of Program Structure are Information, Communication, and Momentum.
  3. Having a solid foundation and refining it based on program needs is essential for successful program activation and structuring.

Wartime and Peacetime TPM

9 implied HN points • 03 Jun 23
💼 Business Management Programs Decisions Leadership Success
  1. There are two types of Technical Program Manager personalities: Wartime and Peacetime.
  2. Different environments require different approaches: Wartime programs demand focus and urgency, while Peacetime programs allow for more experimentation.
  3. Wartime and Peacetime TPMs have distinct qualities: Wartime TPMs are decisive and action-oriented, while Peacetime TPMs focus on process and consensus-building.

Sweating small stuff / Milestones & Estimates / We need to change how we interview TPMs

7 implied HN points • 13 Jun 23
🕹 Technology Management Planning Interviewing
  1. Sweating the small stuff is crucial in tech program management, focusing on minor details that can lead to major obstacles.
  2. Using milestones instead of estimates can improve project planning and organizing tasks effectively.
  3. There is a need to revamp the way Technical Program Managers (TPMs) are interviewed, with a more tailored approach to assess their skills.

Avoid these risk communication anti-patterns

9 implied HN points • 22 Feb 23
💼 Business Management Leadership Team Dynamics
  1. Risk communication patterns can be ineffective, even with simple green, yellow, red indicators.
  2. Teams reporting different patterns of risk may reveal underlying issues like confidence, uncertainty, or fear.
  3. To improve risk communication, dig deeper into dependencies, shift uncertainties to red, and promote clear reporting and decision-making.

The life and nature of a process

7 implied HN points • 18 Mar 23
🕹 Technology Processes Systems Organizational Culture
  1. Processes and systems are not necessarily opposites; in reality, systems are formed by combining effective processes over time.
  2. In the journey from processes to culture, there's a struggle between different perspectives like hedgehogs and foxes which influence how processes evolve.
  3. Balancing attention to detail (hedgehog) and simplicity (fox) is key in progressing processes and becoming a successful Technical Program Manager.

Why hire Technical Program Managers when we have Product Managers

7 implied HN points • 13 Feb 23
🕹 Technology Product Management Project management Tech Roles Collaboration
  1. Hiring Technical Program Managers can add value by keeping track of complex project schedules and dependencies.
  2. Product Managers can sometimes handle the work of TPMs, especially in early stage startups.
  3. As organizations grow, there may be opportunity costs in not hiring TPMs to ensure effective communication, alignment, and risk mitigation.