Hi, I will be starting a TPM role soon in the tech space, not FAANG but I am intrigued about the idea of moving to FAANG+ later on. I am early on in my career, studied engineering and had a little bit of engineering experience but not much honestly. I ended up choosing this role over a typical manufacturing engineering job at a plant. I think I made the right choice already just by salary alone, this one pays significantly more.

I would much appreciate any advice for a newcomer in this space. I want to efficiently excel in building my competence in this role and set myself up for success. Thanks!

Hi! I’m looking to transition careers. I come from Talent Acquisition. I’ve been a Recruiting Coordinator and it’s so hard to move up. Not only that, but constantly faced by layoffs.

I was looking into Project Management/TPM but don’t know how to get started.

Do I need a specific degree? How do I get training or experience?

I was looking into starting with a Google Certificate in Project Management. Is this a good pathway?

I see contradicting stuff online and other Reddit posts.

I have no idea where to start.

I’d love to work for Netflix. A friend is a TPM in marketing.

Any insight is appreciated.

I’ve always found the calculations behind Earned Value Management (CPI, SPI, EAC, etc.) relatively straightforward.

What’s much harder is translating those metrics into something leadership can actually use—explaining the root cause, business impact, recovery plan, confidence level, and answering the inevitable “so what?” question.

I often spend more time building the narrative for a business review than calculating the metrics themselves.
How do you handle this today? Do you have a framework, template, or process that helps turn EVM data into an executive-ready story?

Forgot to mention - I came from technical background (programming) and understand dev work.

TPM here. Not sure if this is the right sub. Medium size tech co. 10+ years as a TPM.

I was on personal leave for a couple months. I came back and my manager asks me to move into management to take on a new team of 5, or be a direct report to whoever will manage if I don't. So basically it's strong volunteering me. The reason why is because my manager absorbed department responsibility after a reorg after leadership all turned over. I was asked because I have TPM management experience from before. I don't yet know how the new leadership is, but I think they're more aggressive or have higher expectations.

I am open to accepting it since it's a new area I haven't worked with before, and I have managed TPMs for a few years now at previous companies.

I have mixed feelings because I deliberately left management to work here a couple years ago. I've been having fun building with Claude code and shipping personal projects, automating the hell out of everything. People management can't be automated. The relationship building can't be automated. I do enjoy people leadership but this feels like it's going the wrong direction in 2026. The industry is seeing C suite people becoming ICs again. Changing jobs in TPM leadership is hard, there's only a fraction compared to ICs.

I'm probably just venting here, curious if y'all have any thoughts. Leaning on accepting as the lesser evil. Curious what I'm missing?

As the heading suggests, how are you assessing, prioritising and ensuring the governance checks occur for AI projects/initiatives?

Now I mean, projects that intend to introduce a agentic solution into the contact centre or credit assessment process want to introduce tooling for automation benefit.

Is there additional gates you have had to include? Compliance and technical forums? Finance approval checks?

Can’t find much content on this at all and I am
Generally stumped!

Seeking advice from people who have gone through a similar career transition.

I work at a large tech company and moved from an Executive Assistant role into a Program Manager role in November 2025. I’m now about 7 months into the role, on a completely new team, in a much more retail/trade-focused part of the business.

I’m struggling to work out whether what I’m feeling is:

1. normal adjustment pains from a major career pivot, or
2. a genuine gut feeling that the role/team is not the right fit.

A few things are weighing on me:

• My previous org was very senior, high-performing, ambitious, and sharp. I learned a huge amount there and felt surrounded by people operating at a very high level.
• This new team feels worlds apart. Much more junior, less strategic, less impressive operationally. It honestly makes getting things done harder.
• The role was originally positioned as being spread across multiple programs and initiatives, but in reality I’ve ended up going very deep on one campaign/program area repeatedly.
• A lot of the work feels reactive. Mechanisms/processes don’t seem to stick around long enough to mature, so we’re constantly reinventing updates and rebuilding things.
• I’m also realizing I may just not enjoy the subject matter itself, which feels important.

What’s making this harder is that I feel like I do know what “good” looks like from my previous experience, and this team just doesn’t feel like it’s operating at that level.  At the same time, I’m conscious that every new role is uncomfortable at first, and I don’t want to mistake discomfort or ego adjustment for “this is wrong.”  I’m already tempted to explore other roles internally/externally and honestly don’t think the 7-month tenure worries me that much.

Curious if anyone else has experienced this:

• Did you eventually adjust and grow into it?
• Or did your gut instinct end up being right?
• How do you distinguish between “new role discomfort” vs genuine misalignment?

My friend is currently working in EdTech and wants to transition into Program Management / Technical Program Management (TPM).

Background:

• Currently working in EdTech
• Has a Program Management certification from IIM Indore
• Interested in moving into Program Management / TPM roles

Wanted advice from people who have made a similar transition or are currently working as PMs / TPMs:

1. How did you get started in Program Management or TPM?
2. For someone transitioning from EdTech, what skills or experiences matter the most?
3. What gaps should someone expect while moving into TPM from a non-TPM background?
4. Is certification enough to get interviews, or is hands-on experience more important?
5. What projects, tools, or technologies should someone learn to become a stronger TPM candidate?
6. How should someone position their existing experience on their resume?
7. Are there specific industries or companies that are more open to career switchers?
8. If you were making this transition today, what would your roadmap look like?

Would appreciate any advice, resources, or lessons learned from your journey.

I’m an analyst working for a program manager in a manufacturing environment. There is some opportunity for me to move into program management after some time learning in my current role.

Because of that opportunity I’m interested in understanding my boss’s methods and how they align with program management best practices.

I recently updated a project timeline based on some delayed deliverables and my update pushed our completion date out by two weeks.

My boss instructed me to shorten the time I had allocated for another department to complete a task in order to reduce the two weeks of additional work.

He does this often and tells me it’s just “the life of a program manager”.

To my observation, his project timelines are aspirational rather than realistic and he constantly over-promises and under-delivers, while also cultivating poor relationships with other departments who he is forever asking to complete work outside their stated timeframes. Tbh, most departments hate to see him approaching bc they know he’ll be asking for a special favor or special consideration for his project.

I would love some confirmation that this isn’t the norm in the program management world. I do acknowledge that this might be a corp. culture thing and he may be under pressure to communicate unrealistic timelines.

Curious to hear from others in this field. TIA

Every menopause app adds features. Community. Meditation. Supplements. Chatbots.

We removed everything except: track symptoms, see patterns, prepare for your appointment.

Turns out that's enough.

https://apps.apple.com/gb/app/perimenopause-compass/id6762631961

Every menopause app adds features. Community. Meditation. Supplements. Chatbots.

We removed everything except: track symptoms, see patterns, prepare for your appointment.

Turns out that's enough.

https://apps.apple.com/gb/app/perimenopause-compass/id6762631961

How are you folks using GenAI in your day to day work as Program managers, outside of emails management, meeting notes, and documents summarization?

For context, I’m helping my program team and tech teams build GenAI solutions for Operations improvement, but keep thinking what am I doing / what should I be doing?

Finally got an interview call after a grind. Got past the HR screening, and now I have my next round with the Sr PM. HR has given me guidelines, but I am not the best when it comes to giving interviews, especially behavioral-type questions. The role is Strategic PM for a FinTech company.

Stakes are really high, and I dont want to mess this one. I have 4 more days to prep. Can you guys please help/suggest to me tips and tricks on how I should prepare? Outside of bogging AI to help me grind through questions and throw curve balls, is there anything helpful I should follow?

I'm nervous AF!! 😞

Looking for some insight on a possible career change.

I've been in Product ownership/management for about 5 years but have an opportunity to shift to a Technical Program Manager role.

I'm open to the change and have previous project mgmt experience and other transferable skills, but I'm curious if anyone has any experience on both sides. Also curious what impacts AI is having on the Program side of things, as I understand it on the Product side, at least for my current role/company.

Would also love any thoughts on long-term career prospects staying with Product vs switching to (Technical) Program.

I most recently served as a program manager at a major Software Company, and was searching for jobs with that title or something close to it… within the software, insurance, or education industry. I have two years of program management while holding the title. With an additional 5 to 7 years of using various program management skills under other titles.

72 days from when I was told that my job was being eliminated to when I received an offer

79 applications submitted including 7 internal referrals. I basically took a two fold job search strategy: when I found a role that interested me, I would check my network and see if I knew someone there. If I had a connection, I would reach out to them and ask for a referral. If I knew nobody internally, I would just apply immediately.

I secured 9 screening interviews… including all 7 referrals and 2 w/o referrals

5 of those interviews led to “additional” interviews. Varying from second interviews all the way to 2 fourth interviews. And two presentations.

1 offer extended, (ironically, for one of the two roles in which I knew nobody internally) which I accepted because it was one of my preferred roles that I applied for.

Hi everybody.

I was curious about what a PMO Analyst's day to day looks like. I've been offered a job as a PMO Analyst within an Energy company's customer strategy department and want to best prepare myself.

I was a Project Administrator for 2.5 years in construction and Program Associate for an Edtech company for a year.

This role seems a bit different than what I'm used to doing so I've been a bit nervous.

I have about a week before I start the new job. Any skills or tools that I should learn/brush up on ?

Any advice would be appreciated.

thank you all :)

I am technical pgm but in a ops team, not product. As my role is new and the only tpm, I am confused about my scope. It unclear how much authority and flexibility I have, how I work with product, currently they seem to lead the space in my area. I am very lost as it is my first pgm role. How are you positioned between ops, cs and product? Do you have a defined budget? Do you start taking plumbing projects first or focus on high impact long term goals? How do you define and get buy in from leadership for this long term goals?

Hi everyone,

Quick question for Program Managers in large enterprises (especially in product/Scaled Agile environments):

What kind of reporting do you typically share with leadership? Do you focus more on overall program health (big picture, cross-team view), or do you also send detailed individual project-level reports? And what usually matters most to leadership in those updates? Trying to understand what’s actually expected in real-world scenarios vs what we assume.

Would really appreciate your insights!

Hi all,

I am a PM in a consultancy firm. In every client I worked for I saw different approaches in how people manage timelines, I am referring to the tools used.

Some used XLS, others specific PM tool (Such as project).

But I saw that the 90% of people used xls. But I fill unconfortable to use it as I see many limitations - or maybe I am not yet proficient in using it. For example: how could you show dependencies between activities, using xls?

I am writing this post to ask for suggestions as I will start to work on a bug project and I would like to be structured and minimize the anxiety and frustration avoinding using wrong approach

thanks!

I have been in program management for 5 years after 7 years of software engineering, and I am ready to get out. I might be in the minority here, but the AI movement has broken me. The dehumanization of the job, the inhuman communications, the penny pinching of contributor's time, the micromanagement, and the outsourcing of any creativity has wrecked my engagement in anything tech. I understand and can use AI to do my job, I even just got a promotion. This is not a performance thing, I just don't know how much more I can take it.

So the question is - how do I get out? This career taught me great skills that could maybe transfer industries, but nothing with remotely close salaries or flexibility. How do people get out of this, and where do they go? Has anyone jumped to a different role or industry?