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As Bob Kelley says, “I think the worst example of the lack of executive sponsorship was at a pharmaceutical company in Southern California. They basically outsourced the whole implementation of SAP. The executive sponsorship was delegated down to the managers of quality, but they had no power to make decisions and did not understand what the consultants were doing. In addition, you could not point to one person within the organization that was in charge of the project. The consultants made all the decisions and did whatever they wanted, primarily generating more billable hours. This company put their full faith in that the consultants would do what was best. Does that bridge come in colors? Management apparently didn’t think the consultants would do what was best for the consultants. Which of course is exactly what they did. In fact, just prior to the 5th or 6th go live date over 800 custom modification programs that were not documented or properly vetted were uncovered which resulted in another delay and quite of lot of finger pointing and blame. In some cases these custom “mods” had functionality that existed in the base SAP package already.” 


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Subject Matter

Executive Sponsor

About the Contributor:

Attributed Author

Robert Kelley

Robert Kelley is a senior professional with experience in IT from start-ups and Fortune 200 companies. Mr. Kelley has much experience with SAP and Oracle, especially in FDA compliance and governance.
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