• 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

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