- PM is responsible and accountable for everything from client relationship management, onboarding, contract reviews, margin management, team coordination and development, churn management, identification for upsell opportunities, problem-solving, contract renewals, client communications, project administration, performance tracking and reporting, to churn management.
- Continuously growing portfolio that has no upper limit.
- Portfolio size varies from 25 to 65 projects per PM (approximately), depending on client and project complexities.
- Permanently understaffed due to high exit rate
- Unrealistic workload (responsibilities are equivalent to 2 or 3 roles)
- Unlimited leave, however workload and demands make it very difficult to take leave. Often will need to work during PTO as back-up coverage is weak.
- Inconsistent quality due to knowledge loss
- Quantity over quality, which means client churn is high partly due to lack of being able to maintain value and consistency
- Benefits and remuneration are below market rates
- No opportunities for specialisation or learning & development
- Work overtime regularly, missing lunch breaks due to high workloads, demands, and expectations, impacting work-life balance.
- Sick leave and burnout prevalent among team and department, impacting productivity.
- Inability to acknowledge when a process or way of working is ineffective, missing the opportunity to try a different strategy or method.
- Perpetual skill and knowledge loss.
- Poor interdepartmental linkages with sales and client service teams leads to misalignment in products sold to and expectations set with clients, causing unnecessary waste of time, frustration and effort from production teams.
- Goals of various departments that directly impact each other are misaligned, leaving parties frustrated and struggling to collaborate effectively.
- Timesheets used to track 8-hour day. Required granularity of every task and associated details is indicative of covert micromanagement.
