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Technology projects can be exciting. Maybe you’re launching a new platform, automating processes, or migrating your systems to the cloud. There’s energy. There’s vision. There’s a promise. But as many companies quickly discover, a great idea can go sideways fast if you’re working with the wrong tech vendor or mismanaging that relationship.
Choosing the right vendor is only half the battle. Knowing how to work with them effectively, how to communicate, collaborate, and steer the ship together, is just as important.
If you’ve ever found yourself thinking, “This isn’t what we asked for,” “Why is everything delayed?” or “Where did the budget go?” then you’re not alone. Many businesses run into the same issues, often caused by avoidable mistakes.
Let’s talk about the most common vendor pitfalls in tech projects and, more importantly, how to steer clear of them.
Mistake 1: Rushing the Selection Process
Adamson Janny
Mistake 1: Rushing the Selection Process
When deadlines are tight or pressure is high, it’s tempting to go with the first vendor who seems competent. Maybe they have a slick website or gave you a quick yes. But tech vendors aren’t interchangeable. What works for one company may fall flat for another.
How to Avoid it
Slow down. Take the time to get multiple vendors. Ask about experience in your industry. Request references. Review case studies. Don’t just ask what they can do, ask what they’ve actually done. A thorough vetting process might feel like a delay, but it can save you months of frustration later.
Mistake 2: Vague or Shifting Requirements
This one is huge. Many tech projects start with unclear requirements, or worse, no requirements at all. If you’re telling your vendor to “just make it work” or “build something like X,” you’re setting yourself up for missed expectations and costly rewrites.
Even worse, changing your mind halfway through the project without adjusting scope, time, or cost will only lead to confusion and conflict.
How to Avoid it
Document everything. Build a detailed project scope before signing anything. What are your must-haves, your nice-to-haves, and your don’t-wants? Be as specific as possible.
If requirements change mid-project, have a change management process in place. Update the timeline, the budget, and the contract to reflect those shifts. Scope changes are manageable, but only when they’re clearly communicated.
Mistake 3: Poor Communication Flow
Communication breakdown is one of the fastest ways to derail a tech project. Whether it’s stakeholders not responding to questions or vendors going silent for days, lack of timely updates causes confusion, delays, and finger-pointing.
How to Avoid it
Set up a regular communication rhythm from the beginning. Weekly check-ins, project dashboards, and centralized documentation tools like Trello, Jira, or Notion help keep everyone aligned.
Also, assign a single point of contact on both sides. When everyone knows who’s responsible for what, it reduces miscommunication and keeps the project on track.
Mistake 4: Not Asking the Right Questions Upfront
It’s easy to be impressed by a vendor’s pitch. But are you asking the right questions? Many companies forget to ask about team size, project ownership, disaster recovery, or how they handle delays and change requests.
The time to learn how a vendor handles challenges is before you’re stuck in one.
How to Avoid it
Create a vendor interview checklist. Ask about their process, team structure, past problem-solving examples, and support policies. Also ask what happens if a project manager leaves or if the timeline shifts.
If something sounds too good to be true, ask for specifics.
Mistake 5: Assuming the Vendor Understands Your Business
Your vendor might know tech, but do they know your industry, your users, and your regulations? One of the most common mistakes is assuming a vendor “gets it” when they actually don’t.
This often leads to platforms or tools that don’t align with how your business works or comply with industry standards.
How to Avoid it
During onboarding, walk your vendor through your business operations, workflows, challenges, and compliance needs. Give them real examples. Share your pain points. Don’t assume anything. The more context they have, the better they can deliver a solution that works for you.
Mistake 6: Ignoring Red Flags
Early in the project, a vendor misses a meeting or delivers subpar documentation. You tell yourself it’s not a big deal. Then comes the second issue, then a third.
If small problems go unaddressed, they usually grow into major roadblocks.
How to Avoid it
Address red flags early. If something feels off, say so. Set the tone that accountability and transparency matter. And if things don’t improve, revisit your agreement before you’re too deep in to turn back.
Mistake 7: Not Defining Success Metrics
Many projects are declared “done” once the software is launched, but done doesn’t always mean successful. Did it meet your goals? Was it worth the investment? Without clear success metrics, it’s hard to know.
How to Avoid it
Set measurable goals before the project begins. That might include increasing processing speed, reducing manual tasks, improving customer satisfaction, or hitting uptime targets. Define these clearly and track them post-launch. This gives everyone something to aim for and improves accountability.
Mistake 8: Skipping QA and User Testing
Rushing to go live without proper testing is like serving a meal without tasting it. Users end up dealing with bugs, slow performance, or missing features, and your credibility takes a hit.
How to Avoid it
Build in time for internal quality assurance and user testing. Involve real users from different departments. Ask for honest feedback. This step reveals both technical issues and usability flaws that could frustrate your team or customers later.
Mistake 9: No Ownership After Handoff
You’ve launched. The vendor signs off. But now what? Without clear ownership, systems go unmaintained, and problems sit unresolved.
How to Avoid it
Define post-launch responsibilities before the project ends. Who handles updates, support, and ongoing training? Whether it’s the vendor or your internal team, clarity here prevents confusion later. If your team will be taking over, make sure they’re properly trained and equipped before the vendor exits.
Mistake 10: Skipping the Postmortem
You crossed the finish line, and everything works. Time to celebrate and move on, right? Not quite.
Without a post-project review, you miss the opportunity to capture what went well, what went wrong, and how to improve for next time.
How to Avoid it
Schedule a project debrief. Bring everyone together, including your vendor, to share feedback. Discuss successes, missteps, and surprises. Document key takeaways so your next tech initiative can start from a place of experience and insight—not from scratch.
Final Thoughts: Treat Vendors Like Partners
Tech vendors aren’t just service providers, they’re part of your team for the duration of the project. The more you treat them like collaborators, the better the results.
Successful tech projects don’t happen by accident. They come from clear expectations, constant communication, shared accountability, and mutual respect. Avoiding these common mistakes is less about being perfect and more about staying aware and involved throughout the process.
A vendor’s skill matters. But your leadership and clarity as a client? That’s what turns a good project into a great one.
FAQs
1. What’s the most common mistake companies make when choosing a tech vendor?
The most common mistake is rushing the selection process. Many businesses choose the first vendor that looks promising without thoroughly checking references, reviewing past work, or ensuring industry experience. Taking time to evaluate vendors properly helps avoid long-term issues.
2. How can I make sure my vendor understands my business needs?
During onboarding, walk them through your workflows, challenges, user needs, and industry regulations. Provide real examples and clarify expectations. Never assume the vendor already understands your business, context makes all the difference.
3. What should be included in a tech project’s success metrics?
Success metrics should be specific and measurable. These could include improved processing speed, reduced manual work, better user satisfaction, or increased system uptime. Setting goals early ensures everyone is aligned on what “success” looks like.
4. Why is a postmortem or project debrief important?
A postmortem helps you understand what worked, what didn’t, and how to do better next time. Without it, you miss valuable insights that could improve future projects. It also ensures all lessons learned are documented and shared.
5. What’s the best way to maintain systems after vendor handoff?
Clearly define ownership before the project ends. Decide who will handle updates, troubleshooting, and user support. If your internal team is taking over, ensure they receive training and documentation before the vendor leaves the project.
