TransUnion Project Manager reviews

I found the lack of respect for Project Management disappointing, as the leadership seemed to have a limited understanding of its importance. For instance, hiring a bank manager with no Project Management experience or training to run the ePMO was not a step in the right direction. If you're looking to grow as a PM, this may not be the ideal place for you, as there is a tendency towards micromanagement. The Agile approach was implemented without sufficient analysis, and it didn't align with the delivery team's needs. This resulted in a more traditional command and control style of management. Additionally, PI planning was viewed as unimportant by the leadership. I found that the Product Team had too much influence, despite a lack of understanding of their products or Product Management discipline. Failed products and enhancements were often swept under the rug or attributed to slow delivery by the build teams. Unfortunately, Product personnel were still promoted. As a US-controlled company, the local leadership team had limited autonomy to make changes that would benefit the Canadian business. Additionally, while Diversity & Inclusion was promoted, it seemed to be a superficial effort, with the previous regional president using it solely as a means to achieve his bonus conditions. The Information Security Team's stringent policies meant that the available tools were limited, which sometimes hindered productivity. While their policies were meant to promote security, it often felt like an overreach. Finally, the company's slogan of "Information for Good" seemed at odds with its work in the gambling industry, which many find to be harmful. As such, it's hard to reconcile the company's stated values with its decision to support these industries.

Work efficiency has space for improvement.