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TPM Podcast with Rhea – Episode II Part I
- 2023/03/07
- 再生時間： 29 分
- ポッドキャスト
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サマリー
あらすじ・解説
Mario Gerard: Hello, and welcome to the TPM podcast with your post Mario Gerard. This is going be a podcast with Rhea. Rhea and I worked together at OCI running large scale programs. We've split this into a three-part series, and we're primarily focusing on how we run large scale programs at tech organizations. So, stay tuned and listen in and definitely check out all the three parts to the series. And so, this is Rhea's co expertise, and this is what I’ve been doing as well for the last four years at the Oracle cloud infrastructure team. It's definitely a very unique type of a role, unique type of people who get involved in running large scale programs. And generally, there aren't many large-scale programs which are run within organizations, right? So, I'm going to ask Rhea some questions and I’ll probably add to that as well. So, the first primary question for our listeners Rhea, what is a large-scale program? How do you define a large-scale program? Rhea Frondozo: So typically, I'd say that a large-scale program is a program that spans multiple organizations. So, you’re looking at a program that maybe ranges from hundreds to thousands of developers or engineers, all working towards a very complex goal. Mario Gerard: Yeah. I just feel that that needs to kind of sink in, right? So, the programs they've run, like we've had to move like 200 teams, which takes two years. If you calculate the manpower that's required to do some of these initiatives. There are literally thousands or tens of thousands of manners of work. And so that's like so complex. Do you think about it? Rhea Frondozo: Yeah, I would say when you frame it that way, and you think about the complexity that comes with a large program, it may be the case that as a TPM, you're interacting with a core set of stakeholders. Maybe it's like 20 to 30 core stakeholders, but the multiplier under that for how many people that they are working with, how much direction that they are giving to an entire organization, it can be pretty mind blowing to know that you're trying to move a ship that has so many people all trying to row in the same direction. It's pretty incredible. Once you see the amount of effort that that takes. Mario Gerard: And this is I think, where we also differentiate depth TPMS versus breadth TPMS, you want to speak of little bit about that? Rhea Frondozo: Yeah. So, you know, as you mentioned, these large-scale programs are often run by a breadth TPM because these are going to be the TPMS who work across multiple organizations. They're going to have maybe pocs that point of context that they interact with across maybe functional different organizations and teams. Whereas a depth TPM, they're going to go deep in a particular organization or team scope of ownership. And so, they're going to maybe work more directly with the engineers on a single team and understand their problem space much more closely. Whereas the breadth TPM is going to rely on functional area owners to be the subject matter experts in that space. But they're the ones pulling these different functions together to solve a much larger, bigger picture problem. Mario Gerard: Yeah. And if you want to read more about the depth versus breadth TPMS, I’ve written a good blog post about it with my experience working at OCI. So, you should definitely go check that out. So, coming back to the skills required as a TPM, what do you think are the main skills that a TPM needs to have to run this kind of large-scale initiatives? Because I feel like the breadth TPMS definitely have a different type of problem that they're dealing with than a depth TPM, right? Rhea Frondozo: Yes. So, I would say first and foremost, when you're dealing with these large skill programs, a breath TPM absolutely must have excellent communication skills. They must be crisp. They must be clear. They must be concise. If you think about the levels of communication that are required for a breath TPM.