Group Secretaries, honestly, seem to do a better job of keeping track of status, ensuring the details are accurate, and sending updates out to the right people on time. What value does a program manager add if they're not actively moving the project forward or addressing issues? Are they really adding more than organizing emails and meetings, or is it just a title for doing what an admin assistant could do with a little extra responsibility?
16 replies (most recent on top)
Let’s be real—all program managers are failed engineers who couldn’t hack it in a technical role, so they’re now just floating around pretending to manage projects. They don’t have the basic logic to understand the details, let alone drive progress. They mislead everyone with status updates that are pure fiction, waste time in endless, pointless meetings, and escalate trivial issues just to feel important. Honestly, a monkey could do less damage than these clueless PMs. At least without them, the team could actually get something done without constant distractions and nonsensical roadblocks.
@173
glorified secretaries
@rp Nepotism at its peak. The VP, too afraid to challenge his wife, uses his clout to crush anyone who dares question or disagree with her. I’ve worked with them both—terrifying, manipulative, and completely untouchable.
@167 program managers in qualcomm india are a liability. They misrepresent project status because they don’t understand the details but act like they know what they are talking about, leading to false reporting and a breakdown in communication. They squander the team's time with pointless status meetings and constant check-ins, adding zero value while pushing real work to the backburner. Worse, they escalate irrelevant or trivial issues, forcing the team to drop high-priority tasks to address problems that don’t matter. They often micromanage, undermining the team's autonomy and ability to make decisions. Their lack of strategic vision and poor judgment derail momentum, turning what should be a productive, focused team into a group constantly firefighting unnecessary distractions. In fact, a bad program manager is often more destructive than having none at all—at least then, the team has the freedom to self-manage and stay on track.
@167 PE or PMO either, never take any advice on board and rarely comply with the common sense. When project goes pear shaped the blame game begins and responsibility is dodged by both. Than the daily meetings start to ensure progress of a progress consuming even more of the initialy constricted time and resources. Tell me more about PEs and PMOs. Most of them guys cannot tell current from voltage and are easily misled.
Try getting projects done without managers. Good luck. Maybe PEs can assume both roles, but you have to have someone managing. Projects do not run themselves, trust me. Perhaps try managing before commenting?
@th LOL Why the he-l do we need so many PEs and PMs ?
Actually PMs are better than PEs who do PM job and get Engineering salary, most PEs are non technical!!
let's expose this gem. VP of Program Management didn't just hire his wife—he promoted her to director of program managemnt. merit? qualifications? Pfft, who needs 'em when you've got marital bliss?
PM's are over paid secretaries. Mostly made up on non technical engineers that can't excel in engineering roles. AI will get rid of all PM roles soon.
So much effort spent on status collection, and so little on actual engineering. But hey, at least we’ve got an excellent system for tracking what’s not getting done
It’s impressive how much time we spend collecting status updates instead of actually doing work.
@ha status collector ask PM to collect status or PM ask status collector to collect status?
At least PM is better than status collector 🎄
@db "ETA? Same time you figure out what this topic is: Never. Ask your PM spouse first."
“Please share an ETA for closure of this topic that I have no clue about”