Pros
flexibility to work mostly remote
Cons
1) leadership does not know how to lead let alone manage 2) department managers do not follow processes established by PMO office (these processes are reviewed and approved by all division leaders before being put into place) 3) department focuses mostly on 100+ slide presentations instead of actually managing projects 4) team members often do not show up to meetings 5) no consequence for developers that consistently fail to complete their assigned tasks -- after escalation, outcome is to "try harder" and then the same resource fails again and constantly makes excuses, yet the PM is held accountable for lack of project progress 6) collaborating with other departments is like squeezing blood from a stone -- they accept meeting invites, but request to reschedule multiple times and when they do show up to meetings, they have attitude and claim they don't know what the meeting is about, they never follow-up on their action items 7) have some PM's working on the same project, yet they have multiple backdoor conversations with internal Honda business stakeholders and do not update the other PM's but yet they get upset and escalate if they were not able to attend a meeting that wasn't rescheduled for them 8) internal business stakeholders do not deliver on their tasks yet they expect their project to continue to progress If you're in the "protected class" then no matter what you do, you will be protected from any consequence, but if you're not, be prepared to be constantly 'picked on' and/or micromanaged. An IT PM at Honda is only about spending 10% of your time scheduling meetings and 90% of your time preparing overly complicated presentations that no one will ever reference after the meeting. Leadership claims they want to go "agile" but they constantly ask for things that don't make any sense and are utterly stuck in muck that will prevent them from being able to move forward as an organization.