Joe Hoover: The third principle we talked about is identifying implementation constraints and objectives. What we mean by that is, is it a single phased implementation or a multi-phase implementation? It comes down to how much change management and change readiness the organization can absorb at that time. In terms of business transformation, what are those components that need the greatest impact. Is the organization having issues around the procurement process or employee satisfaction? Ultimately, the strategic business transformation objectives and the organization's efforts to improve on their own sets the foundation of what, when, and how we implement those components within the ERP system.
Barbie Hunley: It’s important to remember some of that might be out of our control. You may be constrained by a budget that can only be released every two years, let's say . So going back to that strategic vision where we're building out a roadmap for the next three to five years, you can go to the board or the municipality and have it documented as to what your budget's going to be. Thus you to have a lot more power when you're deciding if you want one phase or several; and when those phases are going live and when you want to schedule milestone payments, for instance. Identifying what your highest priority is before the project begins allows us to start there and work our way down.