Mario Gerard: Hello, and welcome to the TPM podcast with your host, Mario Gerard. This is part three, the final part of how to run a large-scale program. Our conversation with Rhea, if you have in third part one and two, definitely check that out before you go ahead and listen to this part. I hope you enjoy it. Continue listening. Talking about that trend. What are the most common pitfalls you see people make, or, or people need to watch out for? Rhea Frondozo: So, as a breath TPM, one of the things that I know that has happened to not only me, but the TPMS that I manage is when you work on a large-scale program, you're working with a lot of different functional area owners, and it's your job to hold them accountable for getting their work done. But a lot of times when you come in as the TPM and you come in as such a strong lead, they want to be able to rely on you instead to get the work done and for you to solve their problem. The issue with this is when you're at breath TPM, you have so many different areas that you are managing, that if you were to do the work for everyone, instead of holding them accountable, ultimately you will fail. And so, it's really important as a breath TPM, to make sure that you understand your scope, your responsibility, your accountability, and figure out who it is that you need to rely on to do what work and hold them to that. Mario Gerard: Yeah. And sometimes you don't have the right people, what I’ve done in those kind of situations and say, Hey, talk to your senior leadership within your organization, and if you want, I will recommend somebody within that larger organization who I think can go ahead and do this for you, but you don't step in and help fix somebody else's problem, because then it becomes your problem. And then they kind of walk away. So, you want your pocs or your functional area owners to kind of own their space and to work on the problem and then get back to you on the milestones on how they're doing on it rather than you are running those smaller programs. Rhea Frondozo: Right. And this is where that judgment call is really necessary. Like how much you step in to help them get them on the right track versus you continue ensuring that they keep on track versus you doing it yourself. Mario Gerard: And where you step into help sometimes. Because sometimes they don't have a very strong lead and then you might go in to reactivate that program or put it on the right track and then ensure that you're monitoring it to some degree, but you're not actually going and doing all the work. Rhea Frondozo: And this is where trying to figure out kind of that line between how much you go in and try and help yourself versus how much you invest instead in making an escalation to leadership to ask for the help that you need. And so again, this comes down to a judgment call of where you spend your time as a TPM to make sure that your program as a whole is successful. Mario Gerard: Yeah. I think, I think one of the key things which I’ve learned, I am working at OCI was to always reevaluate where I'm spending my time. This is on literally on a daily basis or on a weekly basis. Like where am I spending most of my time? And is it the right place I'm spending that time, is this what I'm required to do? And is this for the necessity of the program? And is it good at help the long-term success of the program? Rhea Frondozo: Right.