Project Management Institute reviews

If you’re curious to know about this company, I can tell you that about four people have quit in the last few months with absolutely no job lined up — they just left on the spot because of how overwhelmed they were and how poorly the directors and upper management treat employees. And honestly, these were some of the hardest-working, most talented people at the company. What’s even worse is that none of those roles have been filled. Everyone else is just absorbing the extra work with no additional pay, recognition, or support. That pretty much sums up what’s going on here. People are doing the work of what feels like 10 different departments. I know remote work sounds nice, but let me tell you, everyone is struggling. The culture is horrible too. There’s never even time to have a quick conversation about how someone is doing because everyone is buried under so much stress and work. Pierre and Menaka have to see what’s happening. At this point, people constantly talk about whether they’re intentionally running PMI into the ground and cleaning house, or if they’re just so out of touch that they genuinely don’t care. It’s really sad because my teammates are incredibly hardworking and genuinely care about what they do, but it’s gotten to the point where almost everyone around me is talking about interviewing elsewhere because things have become so bad. Seriously, if you’re thinking about applying here, I would reconsider it. Especially if you’re applying for anything below a director-level role — you will not have support. Another thing worth mentioning is that there’s absolutely no room for mistakes at this company. If you make one, be prepared to be called out publicly in huge Teams chats or meetings instead of having a constructive conversation about it. And to be clear, this behavior comes directly from management, not the employees actually doing the day-to-day work. It’s honestly really sad because I started at this company with so much hope. At first I genuinely loved working here. But over time, I started seeing how management treats employees. I work 12-hour days regularly, and when I’ve asked my director for help, I’ve been met with nothing — no support, no solutions, and no raise — even though I’m now doing the jobs of three other people and far beyond what I was originally hired to do. I’m disappointed and sad. Soon the cracks are going to start showing to attendees at our events and in our products too, because there’s only so much employees can keep carrying before everything starts falling apart.

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.