Understanding Technical Influence

A Technical Product Manager (TPM) plays a critical role in shaping the technical decision-making processes within engineering teams. However, the question arises: Is a formal engineering degree or extensive experience necessary? In my view, it isn't essential for a TPM to have a computer science degree or prior software engineering experience to successfully guide the development of digital products, such as mobile applications or enterprise platforms.

For effective product roadmapping, a TPM must collaborate closely with engineers. This partnership encompasses securing agreement on product features, establishing a shared tech stack to support the roadmap, and recognizing the engineering trade-offs that can affect user experience. So, how can a TPM forge this partnership effectively without formal qualifications?

The answer lies in cultivating technical influence. This soft skill enables a TPM to sway engineers' perceptions on technical issues without holding formal authority. Furthermore, it fosters a sense of trust, ensuring engineers feel confident in the TPM’s accountability for decisions and comfortable sharing ideas throughout the product development lifecycle.

Growing Technical Influence

How can one cultivate this technical influence? The following diagram illustrates a continuous feedback loop that outlines five essential stages for enhancing technical influence.

1. Problem Identification: A TPM should begin by clearly defining the problem at hand. This involves articulating the issue in a way that minimizes confusion and drafting a preliminary roadmap that serves as a wishlist of capabilities, focusing on outcomes. It’s crucial to gather initial feedback from representatives of the target user base and use relevant qualitative and quantitative data to ensure the roadmap is well understood.
2. Mapping Technology Boundaries: Next, the TPM should familiarize herself with the technological constraints set by the organization. Understanding which programming languages, cloud technologies, and workflows are endorsed or discouraged is vital. While this can be challenging in larger companies, identifying and collaborating with central tech teams can be a beneficial starting point.
3. Discovering Technology and Workflows: At this stage, the TPM must identify knowledge gaps and communicate these to the engineering team. Engaging in discussions with engineers about how to tackle the identified problem, asking questions about the tech stack, and gathering information on trade-offs will provide valuable insights. This collaboration will help the TPM compile a comprehensive list of programming languages and platforms, while also understanding how the engineering team operates.
4. Independent Learning: A TPM should develop her own perspective on the tech stack and associated trade-offs through independent research. With the abundance of resources available online, including YouTube and technical documentation, it’s easier than ever to gather information. Validating her insights by writing them down and soliciting feedback from key technical stakeholders will build her confidence in negotiating core technologies.
5. Enhancing the Roadmap: Finally, the TPM should enrich the roadmap by detailing high-level technical features and incorporating richer qualitative and quantitative data. It’s important to keep in mind that the TPM advocates for user comfort, while the engineering team must ensure feasibility and maintainability. Navigating these often conflicting priorities requires careful hypothesis testing and adjustments to the roadmap based on feedback.

In tandem with these steps, the TPM should consider the following activities to further enrich her technical influence:

• Deepening Knowledge: Prioritize training in key technologies, such as programming languages and cloud fundamentals, to enhance understanding over the long term. The goal is not to become a specialized software engineer, but rather to grasp the relevant aspects of software engineering.
• Engaging in Technical Support: While it’s not advisable for a TPM to take on the role of a software engineer, active participation in technical support and communication can be beneficial. Regularly engaging in support-related communications and triaging activities will enhance understanding and build rapport with the engineering team.

Final Thoughts

While this advice may seem daunting and time-consuming, aspiring technical product managers should view it as a flexible framework rather than a strict guideline. By integrating some of these strategies into your product management practices, you can evaluate their effectiveness in improving your influence. With persistence, you will enhance your capabilities over time. Remember, this journey is about growth, not a final destination.

It’s worth noting that my background in software engineering has both advantages and biases when it comes to influencing engineering decisions. My inclination towards solutions over problems stems from my engineering experience. As I transition towards a more data-driven approach in product management, I share this advice from a place of empathy, striving to collaborate effectively with product managers.

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