Please enable JavaScript.
Coggle requires JavaScript to display documents.
TPM Areas - Coggle Diagram
TPM Areas
Activities
-
Stakeholder management
-
-
Cross-functional teams
cross-functional teams can be other engineering teams, Legal, Security, Privacy, Operations, or the myriad of other roles within a company.
-
-
Process creation
when to create a process, how to make it lightweight and efficient, and ensuring compliance are all key TPM traits
-
Escalation
It can be a tricky balance between ensuring you demonstrate independence without always needing to go to management for help and knowing that this is a roadblock that needs to be quickly resolved
Data analysis
Being data-driven is extremely helpful to grounding discussions in facts and resolving potential disagreements. The analysis may oftentimes require writing some SQL queries or basic scripting to gather and clean the data. It’s not always fun, but demonstrating you are analytical and are willing to get your hands dirty goes a long way in building trust and influence with your team and stakeholders
Behavioural
The purpose of these questions is to see if you can approach ambiguous problem spaces with a highly structured approach and deliver results.
-
-
Defining milestones
How do you break up a complex project into milestones and prioritize these milestones?
Use lean principles
go for most value first using MVP.
Make sure you have clear exit and test cases, and your tools like jira reflect the same
include release milestones as well.
-
Due dates
Your engineer comes to you and tells you that a particular feature cannot be launched by the due date. How do you respond?
Understand what led to the delay. if there are any gaps then ensure they are marked for retrospective
Refer to dependencies and check how this impacts the overall plan.
Negotiate, what can be delivered by the date.
Solution will depend on what led to delay, ask for a specific scenario
Project: Collab-board
Scenario: XR team got delayed because of Windows related download of web view issue.
Solution: Asked for a stub, so that client teams can still move on.
An unforeseen risk or dependency just surfaced?
A key dependency failed to deliver and we are blocked?
We had to prioritize something else?
We lost a key resource?
We underestimated the work effort needed?
Identifying and Managing Risk
How do you manage risk for your projects? Please provide an example where you successfully identified and managed a risk.
identify risk by constantly comparing the progress against scope, cost and timelines.
Risk by trends and patters, use information indicators: high bug count, resource crunch etc
Daily stand-ups: if teams do not have clear updates.
-
manage
create risk inventory.
Prioritise by high severity and high likelihood
Accept, Mitigate or Prevent
-
Deliverables
project plan
Document the scope, business justification, resources, and timeline for the project or program
-
-
Dashboards
The summary view of key project indicators that are updated on a recurring basis can be a task burndown chart, a customer adoption graph, or any other metric that stakeholders may be interested in
-
Metrics sense
Defining and measuring good success metrics for your programs is a core part of the TPM skillset
Explain the metrics, how it ties to the overall goal of project
-
help teams make, communicate, and execute good, timely decisions.
-
System design
These questions are probing your technical aptitude and searching for your ability to understand and breakdown large scale, complex systems
-
Process design
Being able to design sensible lightweight processes that still achieve the outcome you desire is imperative.