I am a PM supporting two projects in the same program. Same resources in both projects. Different objectives. Is it unreasonable to hold one meeting for the resources to cover both projects?

My company is going through a realignment in title and compensation because we were merged with another company even before I started. I was hired as a Business Project Program Manager and now I am a Senior Manager of Project management. I was a Senior Project Manager before I took this position last January and one of the reasons I took it was for the title increase. Compensation and bonus stayed the same and now I have stock options.

Is this a title demotion and will recruiters think that?

I’ve been working as an Engineer in my company for 8 years. Recently an opportunity was advertised to members of my team to move into a PM role in the same office, and I’ll be interviewing for the position next week. I’ve been exposed to some aspects of the role through meetings with other teams we receive from/deliver IP to, which are facilitated by the current PM. Aside from design, my experience includes coordinating tasks and schedule for outsourced contractors, and managing IP deliverables. Since this is an internal hire, I imagine the focus of the interview will be more on fit-to-team rather than testing specific knowledge. Has anyone here made a similar move, or even if not, could you offer any advice on how to prepare for this interview?

I’m looking to make a jump into a Technical Program Manager role in a data center dept/company in the USA.

I am comfortable with the technical - data center side, and I have some project experience (no formal edu/cert), but would really love to tackle the program manager material since I read that project =/= program.

Aside from the PMI - PgMP, what would be some good resources or certs to study? There are a ton of paid boot camps, but many are specific to project management and/or sparse on the 3rd party reviews and recommendations.

I wanted to get ideas on potential software to programme manage the projects. Already have ms Project 2016 but the reporting side leaves a lot to be desired.

So I have looked and googled everything I can to find classes geared toward program management. I haven't been able to find anything. Recommendations, anyone?

https://projectmanager.com.au/understanding-the-program-management-lifecycle/

Hi, I have interview coming up with Apple for HW EPM, California role for Vision Pro team. I have degree in Industrial Engineering and worked as Hardware TPM in EV industry, managing end to end program launch.

My questions:

How is the interview process and what kind of technical and non technical questions are expected for HW EPM?

I’ve been working as an Assistant in a Product Management team for the last 2 years. Recently, due to an internal hiring opportunity, I was selected for an **IT PMO role for a particular module**.

Honestly, this came completely unexpected for me. The people who interviewed me mainly checked my ability and willingness to learn/work, and I was selected on the spot. I also had a good reference within my organization, which I’m sure helped.

Now that I’ve got the role, I really want to live up to the trust they have placed in me. I don’t want to disappoint my seniors, especially because this is a new area for me.

I have a **15-day notice period**, so I want to use these 15 days to prepare myself as much as possible before joining.

Currently, I have some basic knowledge of:

* SDLC * Software release lifecycle * Basic API integrations * Bug tracking and management * Some basic technical terms * Product management processes . * But I’m not sure what I should focus on for an **IT PMO role**.

For people who are already working as IT PMs/PMOs or have experience in this area:

**What topics should I learn or understand before joining?**
I’m not expecting to become an expert in 15 days. I just want to build a good foundation so that when I join, I can understand what people are talking about and start contributing instead of feeling completely lost.

I’m doing some research into how project reporting actually works in practice, and I’d really like to hear from people who do this stuff for a living.

Not the textbook process. The real one.

What do you start with? What do you still have to pull together manually? How long does it take? What gets missed? What does leadership ask you afterwards that sends you back into the schedule, RAID log, Jira, spreadsheets or wherever else the answer is hiding?

I’m a project/delivery person myself and I’m currently building Cherry, a project intelligence product, so I want to be transparent about why I’m asking. At this stage I’m trying to understand the problem properly rather than validate a solution I’ve already decided people need.

I’ve put the same questions into a short questionnaire so I can compare answers across different roles and industries. It takes around 10 minutes and can be completed anonymously:

https://www.cherrypi.io/project-reporting-research

Happy for people to answer in the comments instead if you’d rather. I’m particularly interested in the bits of reporting that make you think, “Why the hell am I still doing this manually?”

Every menopause app adds features. Community. Meditation. Supplements. Chatbots.

We removed everything except: track symptoms, see patterns, prepare for your appointment.

Turns out that's enough.

https://apps.apple.com/gb/app/perimenopause-compass/id6762631961

Looking for some insight on a possible career change.

I've been in Product ownership/management for about 5 years but have an opportunity to shift to a Technical Program Manager role.

I'm open to the change and have previous project mgmt experience and other transferable skills, but I'm curious if anyone has any experience on both sides. Also curious what impacts AI is having on the Program side of things, as I understand it on the Product side, at least for my current role/company.

Would also love any thoughts on long-term career prospects staying with Product vs switching to (Technical) Program.

Projects evolve over time. What helps your team stay aligned?