INTRODUCTION
When purchasing the SAP/HR system, some important choices have to be made about the implementation schedule. How should the company implement - Big bang or Phased? Which functionality does the company wish to utilize? Often, implementations are hindered by unrealistic expectations and poor implementation methodology, which are direct results of poor planning. This poor planning often results in unrealistic project timelines or budgets. Upper management and module sponsors’ expectations for ‘success’ are then driven more by the timelines or budget than they are the quality of the implementation. Such thinking can result in an over-dependence on consulting organizations, heavy project turnover, and a lack of user buy-in. In an attempt to meet impending deadlines, some companies may feel it necessary to ramp up the consultants on a project to overcome the lifecycle of knowledge transfer. While this is a certain way to advance the project, it can lead to a dependence on consulting, reduced contribution from the company’s project team members, and a slower rate of knowledge transfer. After the go-live period, when the consulting firm has gone, users and team members may not be adequately trained to support the system.
