Source: Estrella Partners Group

Date: June 2009

Type: White Paper

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Overview: The IT field is littered with failed global software integration sagas. Post mortems on these projects have surfaced many reasons for their failures focusing on mismatched capabilities, local geographical requirements and perhaps project technical management deficiencies. Most global software projects start with a thorough analysis of feature and function. Do the capabilities of the standard software meet the needs of the corporate requirements? This exercise is generally performed by knowledgeable internal personnel, both technical and business oriented, coupled with consultants who are subject matter experts, and vendor-supplied resources with specific industry knowledge and possessing a deep understanding of their software application. Particular care needs to be given to fleshing out vendors boasting of software that claims to do everything. Investment in a subject matter expert to participate in this process is worth every penny of the cost. Our experience is that these resources typically do a thorough and accurate analysis leading to a valid selection of an appropriate package to satisfy the needs of the corporation. An equally competent job is typically done in financial analysis and project rationale that meet corporate capital expenditure approval requirements. Most large organizations have a review committee in place with the participation of both operational and business executives that ensure a thorough vetting.

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