ERP Area: HR/Human Capital Management
Software: SAP SuccessFactors
Products Implemented: HCM (HR Core),Talent Management (Learning, Performance, Succession Planning, Social Collaboration),Recruiting / Onboarding,Benefits,Payroll,
Company Size: 0 – 1,000 Employees / Industry: Utilities
Regions in Scope: North America
Reviewer Role: Project Leader
Consultant Recognized:
Project(s) in Scope: Initial deployment (Phase 1)
Systems Expertise 1 out of 5
Implementation Process 1 out of 5
Responsiveness 1 out of 5
Quality of Consultants 1 out of 5
Flexibility / Adaptability 1 out of 5
SPEED & COST
Speed vs. Expectations: 1.25x 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?
Team changed a lot
What “Lessons Learned” would you provide to others implementing with this partner / software? What else would you tell us about your project experience?
We initially selected Rizing based on your reputation as a premier global SAP partner. However, since the acquisition by Wipro, the execution of this engagement has failed to meet basic professional standards. Following the buyout, our project experienced near-total turnover, spanning from the Project Manager to the technical leads. This operational instability directly caused severe project confusion, extensive rework, overbilling, and redundant invoicing. Furthermore, the assigned resources demonstrated a critical lack of competency: Product Knowledge: Technical leads were unfamiliar with current SuccessFactors offerings. System Integration: The team lacked the expertise required to connect SuccessFactors to our SAP RISE environment. Critical Delays: Inability to configure Employee Central Payroll (ECP) successfully delayed our timeline by an entire quarter. Failed Implementation: The WorkForce Software (WFS) rollout was executed so poorly that our Application Management Services (AMS) team has formally recommended a complete restart. As a direct result of these failures, our anticipated 200-hour enhancement budget has inflated to over 700 hours. This time has been entirely wasted on fixing fundamental defects, including unlinked wage types, persistent replication errors, and inaccurate reporting. Further the inability to have our recruitments be posted on outside job boards was out of scope for the firm. Not sure how a consultant company doesn’t recommend the ability to post jobs on external sites.