I am one of the employees that joined AT&T decades ago. I moved from developer to architecture to project management. I get repeated feedback that i should pressure development team to provide resolution/mitigation and i am responsible for strategy. This seems like repeated pattern as i was told this in several other organization. Project Managers/Scrum Masters are seen as nothing more than paper pushers at AT&T. However, my management is pushing me real hard not to even facilitate conversation intelligently between 2 different application.
Most Directors i have worked for in my career here at AT&T know anything about running tech organizations. If we need to fix issues at AT&T to get it back on track. We need to start looking at Level 5 to Level 3 that sets the tone for the organization. These folks just breed incompetence and encourage paper pushing while paying IT salaries.
So many layers of management even at Level 2 - SRPM, Client PM, Go-to-market PM, value stream PM, TSM, IT PM, IT PgM, CDO PM, Application Scrum Masters. All these on medium sized initiatives.
There is no need to have a VP manage just these PMs, if you are not responsible for any application. We have more management people in IT than folks that actually are doing the work.
Outsourcing these application to vendors is going to manifest this problem if company doesnt take cognizant effort to retain right type of employees.
Current mentality is that if you are in TX, you are good. what a joke! Leadership from TX hires a local manager for each of these initiatives and a manager for each vendor by application.
Again more managers than workers.