• TPM Podcast With David Glick – Part III

  • May 1 2022
  • Length: 19 mins
  • Podcast

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TPM Podcast With David Glick – Part III

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  • Mario Gerard: Welcome to the TPM podcast with your host Marion Gerard. This is part three of the three part series with David Glick. If you start here, I would definitely recommend going and listening to part one and two. How do you ensure that information flows to you and other leaders within the organization? Yeah, well said. The other the question I had David was when you're running these larger organizations, 300 is fairly large, 3000 at Amazon, which we're early talking about that's also fairly large, right? Extremely large. How do you ensure that information flows to you and other leaders within the organization? How do you ensure that you kind of get a sense of where are my resources utilized? How are my programs running? What's the health of my team. Like you want to know so many things. And how do you ensure that kind of information flows to you and other leaders with the organization? David Glick: This one's very hard for me. When I was growing up. When I was originally at TPM in like 1999, my skip skip skip level was Charlie Bell. He was the VP. He's pretty famous Now, he was the number two at AWS. He just went to Microsoft, but he would get all the managers and TPMs in a room. And at the time it was about 20 people in his organization. And he'd have a project list, which was managed by the manager of projects, manager of TPM or whatever. We'd go through red, yellow, and green, and he'd ask questions and we'd sit there for like two hours. And these things always expand in the number of people, the amount of time you spend. And over time, it became sort of normal for everybody to sit there and type on their laptops while the meeting was going on. And so you'd have this background noise of keys chattering, and Charlie was really good at it. And he could hold the attention to the room. I was just never good at it. And so it was like pulling teeth for me and everybody else who was there, hated it because they had to be there. And they'd talk about their one project. And then they'd sit there for another hour and a half. Mario Gerard: It's an expensive meeting. David Glick: It's a very expensive meeting. AWS is famous. They scaled that up to operational review meeting of three hours every week, which Charlie ran. And what I found is the bigger the meeting, the bigger a leader you need. And Charlie was the biggest leader I know after Jeff Wilkey and Jeff Bezos. So maybe Dave Clark. And so he was able to keep the attention in the room and he would teach. And so it was expensive, but it was valuable for everybody to learn from the lessons of others and learn from Charlie's wisdom. I was never as good at that as others. And I never liked to have this idea of a central PMO, because what it meant was every time it was a big project, someone would come to me and ask me to sign a TPM or a PM or someone to the project. So then it put more stuff on my desk. You always had a limited number of these TPMS. And so I had spent all my time doing resource management rather than focus on people. I don't know what the right answer is. The best thing I'd found is like status reports. I think two things. One is written status reports that go out every Friday. This was again, Kim McMillen was my old boss. Who's best TPM ever. She would say, if you only report the news, when it's good news or bad news, then people see it as good news or bad news. You need to report the news every week. And then it's just news. This thing slipped or this thing launched or whatever, you want to have a cadence of, I'm getting my news today, every Friday or every Monday, I get my news. Mario Gerard: And that's across the entire organization. It's an organizational standard that every Friday news is going to come out and probably news is going to be available at this. Or there's a posted place where everybody's updating within certain guidelines of how it needs to be updated. And what's captured. Emails - the highlights and the lowlights
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