Cisco Web Program/Project Manager reviews

4.5

99% would recommend to a friend

(14 total reviews)
avatar

Chuck Robbins

100% approve of CEO

99% positive business outlook

Reviews by job title

14 reviews
3.0
Jan 17, 2014
Recommend
CEO approval
Business Outlook

Pros

Dependable salary, relatively straight-forward requirements, nice folks, pretty good work life balance (almost never stayed past 6pm)

Cons

As many as 11 layers of management will separate you from the CEO. This translates to a mountain of bureaucracy, with hundreds of internal groups, some deeply removed from customers. The group I worked for went by an acronym, and no one, not even my manager who had been there for 20 years, could recount what the acronym meant or how they came to get it exactly. Cisco seems to have an existing informal agreement with employees: we will hire you as a contractor, and one day, many years from now, you will become permanent. May be 2 years, may be 5. That's a long time for commitment in the tech sector, so it attracts folks who are willing to slog it out and are looking for long-term, safe employment. A newer model was developing as I was leaving, which is diametrically opposed to this, was outsourcing. So after toughing it out for years and doubling-down on Cisco, you might discover that one day a foreign employee on a visa, or many, many foreign employees with visas suddenly appear. It's your job to train them in how to do your job. Sound scary? It sure was to the 55 year olds I worked with.

4.0
Sep 15, 2009
Recommend
CEO approval
Business Outlook

Pros

flexibility in work hours and tele-comuting

Cons

hourly pay is less than the market rate and work is sometimes stressful

1.0
Jun 13, 2008
Recommend
CEO approval
Business Outlook

Pros

Telecommuting is encouraged Teams are competent and unified Internal transfers are easy Code ownership is shared to relieve pressure against vacations Training and higher education is supported

Cons

Micromanagement is rampant and backed up by a culture of fear External tools are poorly chosen, overvalued as silver bullets, and not optimized to fit the needs of developers Employee evaluation system is based on an individual's reputation for working long hours, oratory skills in meetings, powerpoint skills in presentations, and popularity with upper management Advice of developers is disregarded by technical leads and managers, yet failure is always attributed to a lack of effort and communication among the team Project marketing and team size are used as leverage among management, leading to unhealthy competition between teams, code redundancy, and useless features creeping into requirement lists Hard work is not rewarded as much as shameless self promotion and socializing outside the office Deadlines and milestones are decided without any input from developers implementing the requests

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