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DST Systems PMO is a Weak Matrix. Sr. Mgt. is disconnected and unwilling to define Strategic PM Dept. / PMO direction.

  • Comp & Benefits
  • Senior Management
  • Culture & Values
  • Career Opportunities
Current Employee - IT Project Manager in Kansas City, MO
Current Employee - IT Project Manager in Kansas City, MO

I have been working at DST Systems full-time (More than 5 years)

Doesn't Recommend
Neutral Outlook
Approves of CEO
Doesn't Recommend
Neutral Outlook
Approves of CEO

Pros

Good people and smart. Casual work environment. They want to do the right thing but I don't think Leadership will change , nor have the Leadership talent.

Cons

Pay is not bad for a contractor however - $45 to $50 PER HR. Conversion is LOW - $80K to 90K. Management lacks LEADERSHIP in IT. It's been 3+ years since current CIO / Vercie Lark has taken reign and many feel he has no idea. His subordinates, no communication and 'cruising' to retirement. Lack of immediacy! PM's in PMO are facilitators not PM's not because they aren't talented -it's due to the fax that their is no true structure or PM's are given total ownership of projects. There are times when the design has been 50% Complete prior to PM's receiving Project. PM's do not manage financials < Capital or Resources> on projects.

Advice to Management

PMO will not be successful until Sr. Mgt. supports. PMO and PM authority needs to be established defined and that needs to be shared by Sr. Management. Recently in PMO Business plan meeting and it was 'DST'-functional. Contradictions, priority of projects cannot all be '1'. There were new attendees in meeting from out of town and their perception was "this is dysfunctional". Projects are discussed and many important items such as delivery dates agreed upon without any input from PM. Recently let go 23+ Network and PMO Managers - Many upset due to KNOWLEDGE OUT THE DOOR. Some old boys club attitude - some ask "what the heck does this person or that person do? There are Engagement Managers that haven't a clue! Their job is to be a liaison between LOB and Technology, many are kept because they have been around! One last point - RISK - how do you manage? In PMO there is no single source for Configuration Items - How do you know what inherent risks you have when changes are implemented? I would hate to see the results from an External Audit. Again , immediacy is lacking and CIO hasn't a clue.

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