I wouldn't call myself an expert in program management.

However, I have spent 10+ years reading and learning about program management. I have also probably spent thousands of hours practicing program management in my own life, first as an Engineer, then as an Engineering Manager, and now as a dedicated Program Manager.

Here's how I first got interested in program management:

When I was leading my first engineering team of 12+ developers, we struggled with multiple interconnected projects that kept stepping on each other's toes. One project's success would create unexpected problems for another team, and despite everyone working hard, we weren't moving forward efficiently. Even when things were going well - I wondered if this was the most efficient we could work - who wasn't pulling their weight - and were we getting better or starting to show the first signs of slipping? That's when I realized that traditional project management wasn't enough – we needed program-level thinking.

I started by implementing basic program management principles: mapping dependencies between projects, creating unified timelines, and establishing cross-team communication channels. The results were immediate. Teams started collaborating instead of competing, deadlines became more realistic, and our delivery became more predictable. This accidental foray into program management led me to realize this was the missing tool in my utility belt, and it kicked off my full transition into the role.

So, my goal over the next two years is:

To help other engineering leaders and aspiring program managers avoid the painful trial-and-error process I went through. I want to create a practical framework that bridges the gap between engineering leadership and program management, focusing specifically on technology programs. There's a unique challenge in managing technical programs that most general program management resources don't address. My background in both worlds can help others make this transition more smooth.