Contents -- List of Figures -- List of Tables -- Preface -- Chapter 1 Introduction -- Book Layout -- Fantasy World: The Theoretical System Implementation -- The Anatomy of a Typical System Failure -- The Four Major Types of System Failures -- The Unmitigated Disaster -- The Big Failure -- The Mild Failure -- The Forthcoming Failure -- Consequences of a Typical System Failure -- The Expectations Gap -- Risks for Mature Organizations -- A Balanced Approach: Theory, Case Studies, and Examples -- Who Should Read This Book? -- Topics -- Avoiding Death Marches -- So, Why Do New Systems Fail? -- Summary -- Endnotes -- Part I: Deciding to Take the Plunge -- Chapter 2 Why Organizations Maintain Legacy Systems -- The Technology Adoption Life Cycle -- Legacy Systems -- Eight Reasons That Organizations Maintain Legacy Systems -- Summary -- Endnotes -- Chapter 3 Why Organizations Implement New Systems -- The Costs of Inertia -- Accounting Advantages/Capitalization -- Organizational Growth -- Acquisition -- Business Imperative -- Desire for Consolidation and Simplicity -- Cost-Effectiveness -- System Envy -- Vendor Dissatisfaction -- Summary -- Endnotes -- Chapter 4 The Replacement System -- Replacement Options -- Considerations -- Summary -- Endnotes -- Part II: System Selection -- Chapter 5 The Sounds of Salesmen -- Disclaimer -- Tools of the Trade -- Software Tiers and Costs -- A Note on SaaS and Tiers -- System Convergence and the Software Industry -- Type of Industry: Does It Matter? -- Should an Organization Rent or Buy? -- Contract Language and Distant Early Warnings -- A Pound of Salt -- A Note on Fields -- Summary -- Endnotes -- Chapter 6 Business Processes -- The Chicken and Egg Question -- The Symbiotic Relationship Between Business Processes and Systems -- The Limits of Reengineering -- Summary -- Endnotes -- Chapter 7 Support for the New System.

Types of Support -- Vendor Agreements -- Recent Vendor Tactics -- Summary -- Endnotes -- Chapter 8 Selecting Consultants -- Pre-System Selection -- Implementation Consulting -- Type of Consulting Engagements: Fixed Bid Versus Time and Materials -- Two Warnings -- Types of Consulting Arrangements -- Types of SIs -- Client Questions -- Questions for the SI -- Summary -- Part III: The System Implementation -- Chapter 9 Implementation Strategies and Phases -- Implementation Strategies -- Implementation Phases -- Costanza Medical Case Study: A Flexible Client and a True Consulting Partner -- Summary -- Endnotes -- Chapter 10 The Group Responsibility Matrix -- A Guide, Not Gospel -- Communication -- Involvement, Collaboration, and Backup -- Potential Red Flags -- Clarifying Roles and Contract Language -- Summary -- Chapter 11 Setup Issues -- Portnoy Case Study: A Square Peg and a Round Hole -- Lifeson Case Study: Replicating the Old in the New -- Comparison of the Two Case Studies -- Death by Architecture -- Summary -- Endnotes -- Chapter 12 Testing Issues -- Data Issues: Snakes in the Woodwork -- Security Issues -- Software Issues -- Summary -- Endnotes -- Chapter 13 People Issues, Roles, and Responsibilities -- Project Managers -- External Consultants -- My Simple View of the World: Four Types of End Users -- Client Responsibilities -- Sufficient Human Capital -- Training -- Elton Case Study: The Stubborn Client -- The Practice Mentality -- Summary -- Chapter 14 Reports and Interfaces -- Reporting Challenges -- Entity Relationship Diagrams -- Interface Issues -- Summary -- Chapter 15 Documentation Issues -- Types of Required Documentation -- Wilson Case Study: Good Design but Lack of Resources -- Julian Case Study: Building Its Own System -- Summary -- Part IV: The Brave New World of Post-Production Life -- Chapter 16 Ongoing System Maintenance.

Reporting and Interface Issues Revisited -- Database Views -- Data Areas -- Upgrades -- Customizations Revisited -- Patches -- Backup and Disaster Recovery -- Summary -- Endnotes -- Chapter 17 Operational Changes and Risks -- Key Employee Movement -- Change in Major Business Process -- Enterprise Risk Management -- Acquisitions -- Decommissioned Applications -- Errors and the Dangers of Automation -- Merger and Acquisition Activity -- Vendor Divorce -- Summary -- Endnotes -- Part V: Maximizing the Chance of Success -- Chapter 18 Mid-Implementation Corrective Mechanisms -- Introduction -- Mid-Implementation Audits -- Adding Resources -- Replacing Individual Consultants -- Replacing the SI's Project Manager -- "Losing" the Project Manager Altogether -- Changing SIs -- Sunk Costs and Avoiding the Point of No Return -- Moving Noncritical Items to Phase II -- Killing the Project -- Petrucci Case Study: Trying to Boil the Ocean -- Summary -- Endnotes -- Chapter 19 Audits -- The Need for an Organizational Readiness Assessment -- Mid-Implementation -- The Postmortem: A Unique Opportunity to Learn -- Managing and Auditing Data -- Summary -- Chapter 20 Contingency Planning -- A Margin for Error -- A Contingency Fund -- Probabilities -- Summary -- Chapter 21 Employee- and Consultant-Based Strategies -- Finding and Retaining Hybrids -- Using Employee Retention Bonuses During an Implementation -- Preempting Key Employee Turnover -- Immediately Removing or Redeploying Difficult Employees -- Emergency Triage: Send in "The Wolf " -- Summary -- Endnotes -- Chapter 22 Intelligent Expansion -- Types of Future Enhancements -- Tate Case Study: Building on a Poor Foundation -- Summary -- Chapter 23 Conclusions and General Rules of Thumb -- Pre-Implementation -- Mid-Implementation -- Post-Activation -- Summary -- Endnotes -- Afterword -- The Arrival of Enterprise 2.0.

The Same Mistakes -- It's the People, Not the Technology -- Bibliography -- Glossary of Commonly Used Terms -- A -- B -- C -- D -- E -- G -- H -- I -- J -- L -- O -- P -- S -- T -- Y -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N-O -- P -- Q -- R -- S -- T -- U -- V -- W-X -- Y-Z.