Project Management Institute reviews

Reactive, crisis-driven management: -Middle management up to the Executive team constantly pivot to handle immediate, urgent problems rather than focusing on long-term planning. High-stress work environment, frazzled, often resulting in reduced productivity, Lack of standardized routines, and neglected proactive improvement. Absence of Project Management Methodologies:  -This feedback may come as a shock to any external readers of this review.  Project Management Institute does not "practice what they preach" (or sell), nor do they consistently apply standardized project management practices internally.  Every project seemingly executed differently across teams and business units, with no shared standards or templates. Multiple project management platforms (e.g., Monday.com, MS Project) are used concurrently, sometimes within the same project. Deadlines are often arbitrarily dictated by CEO (end of year, end of quarter, etc) with no clear rationale or alignment with business objectives. Overcommitting but underdelivering is a lifestyle here. Culture: -Heavy infighting between Chief Product Officer & Chief Marketing Officer, & underlying teams often boils over and creates delays.   Initiatives in general are extremely siloed resulting in rework and delays because cross-team dependencies are often missed (or ignored). -The CEO promotes “psychological safety” in company-wide forums; however, in smaller settings will berate employees.  From Chief of Staff to non-management, no role or level is safe from his very public disparagements.  This inconsistency undermines trust and engagement. -The organization experiences frequent restructurings per year, often resulting in sudden role eliminations. Employees are dismissed unceremoniously without advance notice or formal performance improvement plans. Tenure beyond three years feels uncommon. Workforce structure imbalance: -Too many "idea people" up top with not enough employees "down below" executing tasks at the the operational level: results in burnout for anyone under a Director level.  Unclear roles and responsibilities with many employees wondering what middle & upper management even does. -Middle-management completely checked out and disengaged. A perceived emphasis on internal and external self-promotion via daily/weekly "Yammer" & LinkedIn self-congratulatory missives rather than operational leadership. Regular internal social posts and external LinkedIn communications appear to take priority over team support and execution.

Roles and responsibilities could be clearer between product and marketing teams.