I recall the implementation of a purchasing module of an ERP system from a past life. The intention had been for individual requisitioners to enter their requisitions directly into the ERP system. But the software was too cumbersome for end-user requisitioners, so they continued filling out their requisitions on paper and the organisation then assigned “super-requisitioners” to enter those requisitions onto the system.
Measuring such a project against “number of users” would show a failure. But change the metric to “number of reqs online” and you might have a success on your hands. Albeit at the cost of the super-requisitioners to do the typing for you. And hope no one asks about why you are using a super-expensive ERP system to store your requisitions when you could have got your super-requisitioners to type them into Excel. Still, you have a good metric of project success that you can put on your resume which is the most important thing, right?
This is an eProcurement example, I know.
eSourcing is very similar. Often companies start off with a plan to roll out extensive adoption of new RFX functionality. The roll-out then stalls for all the usual reasons. Changing the success metrics is usually an easy way of pulling the wool over the business’s eyes and might confuse them enough not to challenge you about the value of enterprise sourcing software if the bulk of the process continues to take place offline.