Mastering the Art of Technical Program Management: Harnessing the potential of mental models.
Mental models provide frameworks to analyse situations, scenarios, problems. As an illustration, “First Principles” advocates users break down a problem or scenario to their essential elements or fundamental principles; questioning assumptions, before proposing solutions.
Much has been written already on how innovative companies such as Tesla, Space X and Uber revolutionised their industries by applying first principles thinking.
On their way to mastering their profession, junior chefs must become proficient in a number of techniques, not limited to:
- Understanding flavour profiles
- Base ingredients needed for stocks / sauces
- Techniques for preparing, cooking different types of meats
- Conventional beverage and food pairings
Whilst not mental models, these techniques are frameworks to mastering their profession.
Technical Program Managers (TPM’s) have technical experience / mastery in specific domains e.g. Machine Learning and Cloud. They manage complex technical projects, and are responsible for developing, deploying technical products / solutions.
Although entirely different professions, both roles utilise models / frameworks to complete their tasks and responsibilities.
There is considerable literature on mental models. Peter Hollins’ 2019 book — “Mental Models, 30 thinking tools that separate the average from the exceptional. Improved decision-making, logical analysis and problem solving” — is a book I regularly refer to. The book lists 30 models categorised into 5 chapters:
1. Decision making for speed and context 2. How to see more clearly 3. Eye opening problem solving 4. Anti mental models: How avoidance breeds success 5. Oldies but Goldies: They’re still around for a reason
Applying Mental Models as a Technical Program Manager
Below are mental models I’ve found useful, two — Pareto Principle and Parkinson’s Law can be found in Hollins’ book.
- Pareto Principle — 80% of outcomes result from 20% of all causes for any given event
Usage Example: In a development sprint, identify the key activities / stories that will deliver the most benefit. Prioritise these tasks over the completion of others.
2. Parkinson’s Law — work grows to occupy the available time
Usage Example: “Scope creep” is real, manage expectations around new requirements, keep the teams focus on agreed deliverables.
3. Eisenhower Matrix — prioritise tasks according to their importance and urgency
Usage Example: Before sprint standup, allocate daily tasks to either “Urgent” or “Important”. Prioritise urgent tasks, delegate or de-prioritise “Important” tasks.
4. Confirmation Bias — the tendency to process information by looking for, interpreting information consistent with existing beliefs
Usage Example: At sprint planning, promote a variety of viewpoints and go through all options before making decisions on what stories to include in the sprint.
Regardless of your profession, mental models provide a framework to quickly understand situations, scenarios and problems. Next steps if you’ve found the concept useful:
- Research mental models — plenty of available content on the Internet
- Identify applicable models
- Select a time period to use the models e.g. two weeks
- Review outputs after the time period has ended.
The Eisenhower Matrix in particular is a useful model focusing users on urgent tasks.
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