Abstract
ABSTRACTStrategic information system implementation is inherently challenging and it is even more so for a joint initiative by multiple government organizations involving a commercial-off-the-shelf (COTS) package. Besides the obvious concern related to reputation and trust, implementation for such systems is naturally complex and success is often contingent upon proper stakeholder engagement and control configuration. A review of the literature reveals that very few studies have systematically studied the implementation process of the non-ERP (enterprise resource planning) family of COTS from the perspectives of process and control. Using a revelatory case study of a Canadian government organization, we have captured the model for a successful COTS implementation and have identified several key processes that are essential for ensuring proper engagement level by all stakeholders. In addition, the current study significantly contributes to the project control literature where the importance and the nature of control balancing have not been sufficiently explored.
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