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Chapter 4 • Development Life Cycle 117

TABLE 4-7 ExploreCO—ERP Implementation Incorporating CSFs
Phase Project
Configuration
Installation
Factor Planning Setup Reengineering Design and Testing Enhancement
Management ... . · · ... ... ... ... · ·
Support
Champion . . . · · · · · · ·
Balanced Team · · . . . · · · · · · ·
Commitment ... · · · · · · ·
to Change
Vanilla ERP . . . · · · · · ·
Empowered · · . . . · · · ·
Decision makers
Best People Full ... · · · · · ·
Time
Deliverable ... · · · · · · ·
Dates
Definition of ... · · · · · · · · ·
Scope and Goals

Even when both companies identified what appeared to be the same CSF, they differed
in that ExploreCO devised a process and structures in order to facilitate its achievement. The
starkest example of this concerns their recognition that a project champion was crucial. In
ExploreCO the champion was actually known by that title, was allocated to the project for its
duration, had defined responsibilities, and, most importantly, was a member of the board
(called the leadership council) of the company. This level of seniority, plus the daily hands-
on approach, proved to be invaluable. In contrast, in OilCO this person was not officially
recognized and the person in the role changed over time. The drive for the system initially
came from a U.S. managing director who promoted the ERP as a global strategy. The
venture manager (brought in from the United Kingdom) subsequently became the de facto
champion, and there later was an in-house senior ERP “convert.” There was no defined role,
nor were there processes or structures via which his influence could be conveyed.
There is considerable variation in the pattern of CSFs between the two companies. Both
companies adopted a policy of minimal customization and deliverable dates; however, OilCO
was forced to commission an oil industry–specific module, and they generated endless
reports because it was often possible rather than desirable (according to the project manager).
These changes were accompanied by extensive company restructuring, and it is unclear
which of these caused them to go years beyond their projected end date. ExploreCO adhered
to the principles of minimal customization and deliverable dates until their project was well
advanced in the configuration and testing phase, when it became clear that the interfaces were
unacceptable to the users, at which time they brought in Lotus Notes and wrote the necessary
interfaces. This meant they ran two weeks past their “rock-solid end date.”