Software: SAP SuccessFactors
Modules Implemented:  HCM (HR Core)
Company Size:  1 – 5k Employees  /  Industry:  Manufacturing
Regions in Scope:  Asia Pacific & Japan
Reviewer Role: Project Leader
Project(s) in Scope: Phase 1: Initial Implementation / Go-Live

Did you get the business value that you thought you would achieve from this project? Some of our goals were achieved, but not all

Were there any integrations that were particularly important or problematic? 
There were important interfaces, especially from SF cloud system to SAP payroll, where faced issues, but gradually we could rectify the issues through various updates during new releases

Systems Expertise 3 (out of 5)
Implementation Process 3 (out of 5)
Responsiveness 3 (out of 5)
Quality of Consultants 3 (out of 5)
Flexibility / Adaptability 4 (out of 5)

SPEED & COST
Speed vs. Expectations: 1.5x the time we expected
Cost vs. Expectations: 1.25x cost budgeted

SCOPING ACCURACY:
How well did your implementation partner scope the work and understand your needs during the pre-sales process?  
Partner did not identify issues that came up during implementation and we had some change orders

Was the implementation team who actually performed the work the same team that was proposed? 
Slight change in team

What “Lessons Learned” would you provide to others implementing with this partner / software? 
We were doing the project with a internal core team handling various other major operational activities. Hence, we faced resource issues during the project. We were doing a hybrid (existing SAP payroll + SF cloud) project we faced various issues because of the low maturity level of the interface mechanism. Because of the frequent releases of the new versions of the system, the partner consultants were not able to cope up with the right knowledge on the system and interfaces. In conclusion, when we have a project:
1. We need to have right resources and some are should be dedicated for the project.
2. A proven software in the market should be used.
3. Experience of implementation partner is very important
4. Wherever possible reduce the number of interfaces
5. A strong steering team and support from Senior Leadership team