Promote synergy, direct workflow, bring value to key stakeholders

> bring value to key stakeholders

Or not, in this case.

So, nothing?

Eh, steel manning the role it kind of just sounds like a TPM. When roles are crisply defined, a good TPM has been a life changer for my job satisfaction. You basically get permission to farm out a lot of the most annoying parts of the job--status update forums, timeline management, and dependency wrangling--to another person who does it full time.

Afaik all my tpm does is create outlook events and occasionally come to our standup to bitch about how we aren't doing enough jira

I've seen both versions of these. A good TPM is extremely valuable though, especially for work that is highly reliant on coordinating other teams. The bad version was a net negative to team productivity.

A reflection of your TPM, I guess

See who could complain about this it sounds incredibly valuable.

They're getting axed while the engineers get to stay, so not much it seems.

My first SDE job was in a company with a dedicated Scrum Master role, and they were basically the lubricant to make Agile/Scrum teams fit into what was essentially a waterfall environment. It's roughly a TPM in Big Tech, but without those companies as industry peers for setting comp.

Weird that some companies have a dedicated role for that. My current gig doesn't talk about agile at all... we still have two week sprints and self directing teams and all of that, just none of the annoying buzzwords

That's as it should be. As soon as people start with the buzzwords, I tune out.

You need that many people to properly manage Jira /s

something something conjoined triangles of success