- Billable hours are the primary focus and often a topic of contentious conversation
- Addressing technical debt, developing internal tooling, and other non-billable is often put aside in favor of billable work and will only get done if someone addresses it in their "free time"
- There is a pervasive attitude of "this is how we've always done it" or "we've already tried that" which allows larger process and procedure problems to only fester and never be truly resolved
- There is such a desire for "efficiency" that they've pre-maturely optimized out any meeting/ritual which would actually be valuable. The few regular meetings there were (weekly planning and grooming meetings) had zero value.
- The development team is shared amongst the PM's and each PM runs several projects. The PMs have a hard time prioritizing the work for the development team so in the end whichever PM squeals the loudest about their project will get that project's work prioritized for the sprint.
- The 2 people with the most knowledge on the project are always too busy and when they do give you information/guidance it is often incomplete or flat out wrong
- The code base is extremely convoluted and opinionated making it extremely hard to work in