The Art of Juggling Chaos: My Life as a TPM in the Age of AI

Join me on a whimsical journey through the chaotic world of Technical Program Management, where AI meets process mastery, and we learn to balance governance with speed while avoiding the pitfalls of bureaucracy.

Navigating Chaos In Startup Operations

Picture this: I’m standing in our tiny office, surrounded by the warm glow of computer screens, the faint hum of a coffee machine working overtime, and the collective sighs of my team as they grapple with yet another incident report. It’s a typical Tuesday in startup-land, where chaos reigns supreme and yet somehow, we’re expected to maintain some semblance of order. As a Technical Program Manager (TPM), my job is to juggle myriad processes while ensuring that we don’t drown in a sea of bureaucracy.

The first thing you learn as a TPM is that processes can be your best friend or your worst enemy. Take incident management, for example. When an issue arises, the natural instinct is to point fingers—who was responsible? What went wrong? But in our office, we adopted a blameless postmortem culture. Instead of engaging in a futile blame game, we gather around, coffee cups in hand, and dissect the incident like a group of scientists studying a rare specimen. We focus on learning, not blame. “What can we do better next time?” becomes the mantra, and believe me, it’s a game changer.

Speaking of game changers, let’s talk about SLOs (Service Level Objectives) and SLAs (Service Level Agreements). Maintaining hygiene around these is critical, especially in an AI-driven environment where systems can sometimes feel like they have a mind of their own. As we set SLOs, I often remind my team that these objectives should not be seen as a rigid framework but rather as a living document. We review them regularly, adjusting based on data and performance rather than sticking to an outdated metric that may no longer serve us. It’s like trying to fit into jeans from high school—no one wants that.

Now, let’s dive into the wild world of release trains and quality gates. In a startup, releasing products can feel like hosting a circus—there are clowns (bugs), acrobats (engineers), and sometimes even a lion or two (stakeholders). To keep the show running smoothly, we’ve established a ‘release train’ model, where releases are planned far in advance, and everyone knows when the next show is happening. At every stop, we have quality gates that ensure our code doesn’t just work but works well. It’s like having a bouncer at the door of a fancy nightclub—only the best code gets to party.

Of course, not all processes are created equal. In our quest for efficiency, we sometimes fall into the trap of cargo cult practices—where we mimic processes from successful companies without understanding the context. It’s like trying to summon rain by dancing because someone else did it and it worked. Instead, we strive for healthy patterns: lightweight, data-informed, and adaptive processes that evolve as we grow. After all, the only constant in a startup is change.

Design and PRD (Product Requirement Document) review rituals are another area where I’ve seen the pendulum swing. In the beginning, our reviews were extensive, filled with meetings that could easily eclipse a Lord of the Rings marathon. Over time, we learned

Swift Innovation Meets Thoughtful Governance

that brevity is key. I encouraged our team to embrace a more agile approach—quick reviews with immediate feedback. It’s about fostering innovation without drowning in red tape.

Yet, balancing governance with speed is perhaps the greatest juggling act of all. In my role, I often find myself playing the role of the cautious parent, reminding the team that while speed is essential, so is compliance. We don’t want to look back and find ourselves in a regulatory nightmare because we rushed through the process. But I also don’t want my team to feel like they’re stuck in molasses. I’ve learned to advocate for what I call ‘intelligent governance’—processes that allow for rapid iterations while still keeping us within the lines.

As I reflect on this balancing act, I realize that the true art of being a TPM in the age of AI lies in mastering the chaos. It’s about leveraging AI tools to streamline our processes without losing the human touch. After all, technology should serve us, not the other way around. By embracing a mindset of continuous improvement, we can create a work environment that fosters innovation, resilience, and, dare I say, a little bit of fun.

So here’s to all the TPMs out there navigating the wild waters of startup life. May we continue to juggle chaos, learn from our mistakes, and keep our processes as flexible as our ever-evolving tech landscape. And remember: when in doubt, brew another cup of coffee and take a deep breath. We’ve got this.