Heavy focus on utilization and billable targets over sustainable workloads and employee development.
Employees, especially PMs, are often assigned too many concurrent projects, making it difficult to succeed without constant stress.
Despite modern technology adoption, there is still an excessive amount of manual administrative work.
Multiple dashboards, trackers, reports, and weekly status updates require the same information to be entered repeatedly across systems.
Processes between Delivery, PMO, and Finance feel fragmented and inefficient, with PMs expected to manually consolidate and rewrite information continuously.
Project Managers are expected to own nearly every aspect of delivery, coordination, reporting, escalation management, client communication, and operational follow-up with limited support.
New employees may struggle due to limited onboarding support and lack of manager availability. Managers themselves appear overloaded with project responsibilities and often have little time for coaching or mentorship.
There is frequent messaging around “support being available,” but in practice many employees can feel isolated or left to figure things out independently.
Micromanagement culture in certain teams creates unnecessary pressure and reduces trust.
Performance management can sometimes feel inconsistent or overly focused on minor process gaps rather than overall contribution and delivery outcomes.
Some leadership communication feels disconnected from the realities of day-to-day delivery work and employee workload challenges.
Burnout appears common across multiple departments, with many employees operating in constant firefighting mode.
