Building a Systems Development Team - Mistakes

While there are many benefits to contractors starting their own internal Systems Development teams, there are also many risks.

Steve Jost Profile Picture
Share
Contributors Chris Hodge Profile PictureChris Hodge David Brown Profile PictureDavid Brown
  • First of all, it wasn’t the best fit as previously discussed. 
  • Underestimating the cultural mismatch between developers and other team members that were brought in from outside the construction industry.
  • Not funding the development team properly, including funding of individual roles. Just like the field, many times the cheapest labor is not the most productive per dollar.
  • Not putting the right amount of resources into the management of the team. Managing software engineers and developers is very different than managing a field workforce or project managers. A hands-off “hope” style or a micromanaging style are both typical mistakes.
  • Not sequencing the projects properly, so a return is seen for the investment across the organization.
  • Over-building when a “Minimum Viable Product” or MVP is what you really need. This will impact returns as much as not sequencing properly.
  • Not planning for and managing the roll-out, training, continuous improvement, and support aspects of an internally developed tool.

This is Part 16 of an 18-Part Series


Topics Covered in the Series Include:

  • Workflow
  • Management
  • Balance
  • Risk
  • Outsourcing

All relationships start with a simple conversation. Let’s schedule some time to talk about your specific challenges and opportunities.


Building a Systems Development Team - Mistakes
Construction technology innovation is accelerating and the contractors that learn how to effectively integrate technology into every aspect of their business will dominate tomorrow. ...

Building a Systems Development Team - Mistakes
Construction technology innovation is accelerating and the contractors that learn how to effectively integrate technology into every aspect of their business will dominate tomorrow. ...

Marketing Your Preconstruction Services to Owners and Architects
Learn how to effectively market your Preconstruction Services and CM@Risk as a project delivery method to owners and architects starting with being well prepped for the interview process.
Contractor Exit Strategy 1 of 6: Winding Down or Liquidation
Contractor Exit Strategy 1 of 6: Wind-Down of the Business or Liquidation. This “exit strategy” can mostly be seen as the lack of a clear exit strategy and plan.
Talent Development Quote - Jack Welch
From 1981 through 2001 under CEO Jack Welch, GE’s market cap (value) grew 18% compounded annually from $14B to $410B. A large part of this profitable growth was due to the rigor placed on their talent development processes directly from the CEO.