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

Cultivate a Privacy-First Mindset

3 implied HN points • 17 Feb 25
🕹 Technology Data Privacy AI Ethics Product Management Software Development
  1. Privacy is super important for AI products, and Technical Program Managers (TPMs) play a key role in keeping user data safe and building trust.
  2. TPMs should involve legal and privacy teams early in the project to make sure privacy is part of the design, not an afterthought.
  3. It's essential to prioritize privacy throughout the development process, treating any privacy issues as top priorities and integrating privacy checks at every stage.

🔐 TPM Microguide On Interview Preparation - v1.0

9 implied HN points • 11 Feb 25
💼 Business Program Management Interview Prep Technical Skills Career development Professional Growth
  1. Preparation is key for Technical Program Management (TPM) interviews. You should practice personalizing your answers based on your experiences rather than just memorizing them.
  2. Understanding the types of questions you'll face can help a lot. Interviews often include hypothetical scenarios and technical questions, so being ready for these can make you feel more confident.
  3. Having a strong elevator pitch is important. This is your chance to introduce yourself and explain what you bring to the table in a quick and engaging way.

How TPM Bridge Communication Gaps Between Tech and Non-Tech Teams

5 implied HN points • 10 Feb 25
💼 Business Management Communication Collaboration Strategy Development
  1. Technical and non-technical teams often struggle because they don't share a common language. Clear communication is essential for collaboration.
  2. Using the 'Triangle of Translation' (Time, Money, Impact) can help bridge the communication gap. It allows teams to understand each other's priorities better.
  3. Focusing on clarity and empathy in discussions leads to better teamwork and improved product delivery. When everyone speaks the same language, trust is built.

How To Deal With Ambiguity As A TPM

20 implied HN points • 27 Jan 25
💼 Business Management Leadership Strategy Operations Product Development
  1. Starting with a clear goal helps the team stay focused and find the right path, even when things get confusing.
  2. Breaking down problems into smaller parts makes them easier to handle and allows the team to address challenges step by step.
  3. It's important to keep moving forward, even when the answers aren't clear. Trusting your gut and adapting quickly can lead to progress.

In Between Two Forces

15 implied HN points • 20 Jan 25
💼 Business Management Leadership Strategy Execution Collaboration
  1. Technical Program Managers (TPMs) help connect the vision of leaders with the execution of managers. They play a key role in ensuring that strategies are implemented effectively.
  2. Collaboration with Product Managers is crucial for TPMs. Working together helps them handle complex projects and achieve great results.
  3. TPMs need to be clear and adaptable. They must turn challenges into opportunities and keep teams focused on success, no matter the situation.
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How TPMs Lose Credibility and What to Avoid

20 implied HN points • 14 Jan 25
💼 Business Management Leadership Project management Team Dynamics Communication
  1. Credibility is crucial for TPMs because it's how they build trust with their teams and leaders. Consistently following through on promises and communicating effectively helps maintain that trust.
  2. Small mistakes can lead to big problems. Overlooking details, not following processes, and poorly communicating can damage a TPM's credibility quickly.
  3. Being proactive rather than reactive is important. TPMs should anticipate potential issues to show they're engaged and capable, which strengthens their credibility.

TPM Guide To Ticket Intake Management

5 implied HN points • 03 Feb 25
🕹 Technology Program Management Software Development Process Optimization AI Integration
  1. Teams can improve how they handle incoming requests by using different models like dedicated triage teams, intake funnels, or individual component owners. Each model has its own benefits and can suit different team sizes and needs.
  2. It's important for teams to balance structure with flexibility when managing requests. A rigid system may cause more issues, so finding a process that works best for the team is key.
  3. As technology, like AI, advances, ticket management may become more automated. For now, focusing on effective intake processes will help teams stay productive and reduce chaos.

30-60-90 For TPMs

19 implied HN points • 07 Jan 25
💼 Business Management Career Startups Strategy Leadership
  1. When starting in a big tech company, your first month should focus on understanding the company's structure and people. It's important to learn the processes and key players to effectively navigate your new role.
  2. At startups, you need to adapt quickly, often ramping up in just a few weeks. Jump in and start contributing right away, as limited resources mean you’ll likely wear many hats.
  3. Building relationships is key in any new role. Prioritize meeting with colleagues and stakeholders to enhance collaboration and gather insights that will help you succeed.

Exciting Announcement: New Paid Subscription for The Art of Doing Technical Program Management Newsletter

1 implied HN point • 06 Feb 25
💼 Business Management Professional development Subscription Models Career growth Technical Skills
  1. There's a new paid subscription for a newsletter about Technical Program Management that costs $8 a month or $80 a year. This could help you grow in your career.
  2. Paid subscribers will get special content like focused guides, deep dives from experienced professionals, and tools to boost their skills.
  3. Even if you don't subscribe, free content will still be available, but you'll miss out on the deeper insights and exclusive resources that come with a paid subscription.

Why I Stopped Writing In 2024 + I Am Back

7 implied HN points • 04 Jan 25
💼 Business Program Management Consulting Entrepreneurship Content creation Professional development
  1. The author stopped writing in 2024 due to personal and professional changes but is returning in 2025 with fresh energy and focus.
  2. The newsletter has been rebranded to better reflect its content, now called 'The Art of Doing Technical Program Management', and will provide practical insights for TPMs.
  3. New subscription options and courses will be introduced, offering deeper content and personal coaching to help both new and experienced Technical Program Managers.

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.

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.

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.

Feeling overwhelmed by information / TPMs are World Builders / The Right Amount of Slack

11 implied HN points • 18 Jul 23
🕹 Technology Program Management 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 Program Management 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.

A Dispatch On All Things Tools

7 implied HN points • 11 Sep 23
🕹 Technology Tools Program Management Software Architecture Software Development Product Management
  1. Building timelines can be frustrating due to lack of ideal tools like Gantt charts or whiteboarding tools.
  2. C4 Diagrams are a great visual language to discuss software architecture for TPMs and PMs.
  3. There is a desire for an all-in-one tool to manage product development, simplifying the use of multiple tools like Slack, Linear, Coda, Figma.

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.

Ask Aadil - Wrong way to use the TPM function

7 implied HN points • 12 May 23
💼 Business Management Leadership Product Management Program Management Workplace dynamics
  1. Technical Program Managers operate on two planes: strategic and tactical.
  2. The real value of TPMs comes from operating on both strategic and tactical planes.
  3. To fix the situation of using TPMs in the wrong way, help evangelize the TPM role, ensure the culture is right for a TPM, and ease in the TPM role while establishing a Program Charter.

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 Development Process 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.