Many outdated internal systems, silo'd departments, combative vs. cooperative with the new T&M model and variables that determine bonuses and ultimately continued employment. PM's trying to control budgeted hours on under-scoped projects to prevent over-run and customer complaints, change orders, etc. Services resources bonuses based on maximizing billable hours, what's the motivation to solve an issue as quickly as possible if my bonus and job stability is based on billing as many hours as possible each quarter?
Poor documentation tracking, documents rarely retired or clearly updated. A lot of instances where the author did not put their name in the document. A lot of instances where documentation is found to be incorrect during implementation of a customer system.
Blending many 3rd. party applications in to the solution while providing little back end support beyond the bare minimum relative to the Verint product.
Rate of change and correction relative to 3rd. party products and patches is slow.
Blending responsibilities of what used to be 2 distinctly different roles into a single role.
Constant process change before the last change is stabilized.
Turn over in executive leadership is relatively high.
Strategic level management getting involved at the operational level.
Constantly under duress in making sure you have enough billable hours with the typical high and low activity level of a given project over time.
Systems for entering time, escalating product issues, myopic attitudes in some cases with some departments.
Constantly chasing revenue recognition for projects at quarter end.
Minimal career path / advancement opportunities. Some people have been in the same job for 10+ years.
