CRITICAL FACTORS THAT INFLUENCED E-PROCUREMENT

IMPLEMENTATION SUCCESS IN THE STATE OF ARIZONA: THE

PROCUREAZ PROJECT

Jean Clark, Chris Kennedy, Tanja Schmitt, John Walters*

* Jean Clark CPPO, CPPB, C.P.M., CPM, FNIGP, currently possesses over 28 years of
public procurement experience at the State and local level. She began her career as
a buyer and has continually progressed to upper level procurement positions. Her
current position is serving as State Procurement Administrator for the State of
Arizona. She also currently serves as Treasurer on the Universal Public Procurement
Certification Council Governing Board and on the Board of the National Association
of State Procurement Officials. She is a Past President for the Arizona Capitol
Chapter and Past President for the National Institute of Governmental Purchasing,
Inc. (NIGP). She is also a Past President of the National Electronic Commerce
Coordinating Council. She has obtained her procurement certifications as well as
receiving a Masters in Public Administration. Over her career, Jean has received the
prestigious National NIGP Buyer of the Year Award and is the only procurement
professional to be named the National NIGP Manager of the Year twice. In 2011,
she was named the recipient of the National Institute of Governmental Purchasings
Albert H. Hall award, NIGPs highest award. Chris Kennedy, as the leader of
Periscope Holdings Professional Services team, Kennedy is responsible for delivery
of all services related to BuySpeed implementation and upgrades including project
management, product modification, business policy and process redesign, training
and support. Kennedy is also in charge of the companys consulting services related
to procurement optimization. Prior to joining Periscope, Kennedy was a senior
manager with Deloitte Consulting's Public Sector Strategy and Operations practice,
serving state agencies, cities, counties, public utilities and school districts.
Previously, Kennedy held various positions with the State of Texas, including with the
Office of the Governor, House of Representatives, and the state's environmental
regulatory agency. Kennedy earned his Bachelor of Arts in Political Science at Trinity
University, and his Master of Public Affairs/Master of Arts in Latin-American Studies
at The University of Texas at Austin. Tanja Schmitt has over 30 years experience with
the State of Arizonas Department of Administration. Her career path at ADOA, ASET
has enabled her to gain experience in all aspects surrounding information
technology, and her position responsibilities traversed numerous IT roles. Past
responsibilities have included those associated with programmer/analyst, technical
support and database administration. Tanja provides expertise as a solutions-
focused, team oriented Database Manager and is also currently participating as a
project manager on the statewide eProcurement project. Tanja earned an Associate
in Applied Science from J.B. Speed School of Engineering and a Bachelor of Science
in Commerce from the University of Louisville. John Walters has over 14 years of
experience in the public procurement space, and is frequently featured as an expert
speaker at state and local functions on procurement issues and the NIGP Code.
Prior to co-founding Periscope Holdings, Walters was a managing director for
electronic commerce products at Ambac Connect, helping develop and execute
eProcurement strategies and solutions for the public sector. While there, he provided
product development input for BuySpeed, BuyBoard and iBidBoard, and helped
implement two statewide eProcurement projects. His experience with Periscope
included statewide eProcurement implementations in Louisiana and New Jersey.
Walters began his career with Andersen Consulting (now Accenture), where he
worked with mainly consumer products and retail clients, and conducted research
for companies like Microsoft, Samsung and Wal-Mart. He earned his Bachelor of
Business Administration in Marketing and his Master of Business Administration in
Finance at Mississippi State University.
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ABSTRACT. Faced with a budget deficit in 2009, the State of Arizona

embarked on an e-procurement initiative to provide a unified procurement
solution for all political entities within the State. The project reached full
implementation to all State agencies in July 2011 with over 3,000 catalogs
and also received the 2011 NIGP Innovation Award. The authors review
critical success factors (CSF) for the implementations success and discuss
these key factors in relation to published research. Based on project
experience, key success factors are then mapped against common e-
procurement initiative impediments to show relevance for current and future
public e-procurement project use.

INTRODUCTION
In 2009, the State of Arizona faced an economic crossroad. With a
$1.4 billion dollar budget deficit, influenced by the US economic
recession, the State needed a solution that would cut cost and
eliminate waste, and it needed something fast. It was important to
find a solution that the State could implement quickly to help cut
costs where possible. The State of Arizona issued a Request For
Proposal (RFP) for a modernized procurement system. The State
called for a single off-the-shelf software solution that would increase
process efficiencies, provide transparency, and track the results
needed to formulate strategic purchasing decisions moving forward.
After a thorough review process of the top rated solutions, the State
selected Periscopes BuySpeed eProcurement/sourcing solution; a
one-stop-shop specialized in government purchasing.
To ease the budget deficit and cover the costs for a new system, the
State instituted a one percent administrative fee on contractors for
the purchases made by local government using state contracts. Not
only did this administrative fee cover the full cost of the procurement
modernization and installation, it is expected to generate additional
revenues for the State over a five year period.
In June 2009, Arizona launched Phase I implementing the new e-
procurement system, calling their implementation of BuySpeed
ProcureAZ. This initial phase included a single web-based portal for
vendor registration, sourcing and contract/catalog ordering. The
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431

phase was a success, being completed in less than one hundred

(100) days. This initial implementation included the loading of 19
Western States Contracting Alliance (WSCA) contracts plus over
2,000 Arizona-specific contracts with 80,000 line items, and it
leveled the playing field for Arizona based small businesses.
In October 2010, Arizona began the roll out of ProcureAZ Phase II.
Phase II offered full procurement/sourcing functionality and allowed
State agencies to manage inventory, requisitions, purchase orders,
receipts, solicitations, vendors, contracts, and business intelligence
reports all in one on-demand solution. Between October 2010 and
July 2011, all State agencies have successfully implemented Phase II
on time and on budget.
The benefits of ProcureAZ Phase I and Phase II are apparent. Since
go-live in September 2009, over 25,000 vendors have registered in
the system, and 668 online solicitations have been conducted,
including nine reverse auctions. Having a large pool of vendors
registered in ProcureAZ has lowered state costs through visible
competition, and use of a single online portal for managing
solicitations has reduced processing costs for state agencies and
vendors alike.
Since October 2010, over 26,000 requisitions have been processed
with a value over $476 million. More than 30,000 contracts and
purchase orders have been processed, with a value near $819
million. All of these transactions have been processed online,
including a real-time interface to the States mainframe financial
system, which generates real savings in manpower and improves
overall government transparency.
By instituting this e-procurement system, the State created an
efficient procurement solution that eliminates waste and creates
better opportunities for competition among vendors. ProcureAZ
expects to generate 5% - 20% in savings on $6 billion State spend,
translating to savings anywhere from $250 million to $1 billion at the
state and local level. Arizona is confident ProcureAZ will continue to
preserve hard-earned taxpayer dollars and help get the State back on
a sturdy economic foundation.
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INCREASING PROCUREMENTS VALUE

Prior to implementing ProcureAZ, the State lacked any ability to view
purchasing activity across State agencies. Each agency managed
purchases within individual systems or manually, so there was no way
to examine what was being purchased, from what vendors, at what
prices, etc. This restricted the ability of the procurement function to
strategically analyze spend and manage sourcing to 1) reduce costs
to the State, 2) utilize vendor performance history in sourcing
decisions, and 3) improve the States operations by obtaining goods
and services at the greatest value.
ProcureAZ has elevated the States visibility into cross-agency
procurement, and thereby the value to the operations of the State, in
a number of ways:
Procurement managers now have the ability to easily report
on commodity spend across agencies using the NIGP 5-digit
Code, the leading spend analysis classification system for
government (www.nigp.com). ProcureAZ tracks spend at the
5-digit level for all goods and services, and the Business
Intelligence capabilities of the system allow central
procurement and agency procurement to analyze spending
patterns to target opportunities for improved sourcing. This
ability has allowed the State to use procurement more
strategically to drive costs down for cash-strapped agencies.
Like many governments across the nation, Arizona has
recently implemented major transparency initiatives aimed at
making government operations more visible to the public.
ProcureAZ assists with transparency through a number of
mechanisms, including:
o All solicitations and contracts managed through the
system are visible to the public without requiring
logins to the system. Oversight groups, interested
parties, and anyone with an internet browser can view
active solicitations and contracts from the ProcureAZ
login screen.
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o ProcureAZs Business Intelligence module allows for

publishing of standard reports internally and
externally, and the ad hoc capabilities of the module
allow for the construction of new reports by end-users.
This has allowed the State Procurement Office to
respond to legislative and executive requests for data
more effectively and easily.
ProcureAZ has introduced a number of capabilities that were not
available to agencies beforehand, e.g., the ability to source using
reverse auctions. By conducting reverse auctions online in real-time,
ProcureAZ allows suppliers to track and bid down against
competitors. This process ensures the best possible price. Recent
(2010-2011) Arizona Departments of Transportation, Game & Fish,
and Education reverse auctions using ProcureAZ have yielded positive
results. In each case, tangible savings demonstrated the value of the
new e-procurement solution.

E-PROCUREMENT DEFINITION
Over the past few years, the definition of e-procurement has taken
many twists and turns. For the purposes of this article, e-
procurement is defined as, the use of electronic-based information
and communication technologies in order to support operational and
strategic procurement activities, (Prier & McCue, 2007). In relation
to the Arizona project, e-procurement encompassed the following
functions:
Vendor registration/management
Sourcing
Contract/catalog management
Requisition (including open market, inventory and releases
from catalogs)
Punch-out ordering
Purchase order
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Receiving
Inventory
Invoicing and settlement
E-Procurement models have evolved over time as well. In their 2005
article, Key Issues in E-Procurement: Procurement Implementation
and Operation in the Public Sector, Croom and Brandon-Jones
identified 5 basic models for e-procurement: public web, exchange,
marketplace, company hub and extranet (Croom & Brandon-Jones,
2005).

Figure 1 - Classifying E-Procurement Transaction Structures

(Croom & Brandon-Jones, 2005)

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The Arizona project represents a hybrid of the marketplace, company

hub and extranet models, whereby the State of Arizona uses a single
system that supports Arizona agencies and political subdivisions via
the provision of contracts/catalogs and the ability to conduct bi-
directional transactions directly with non-contract vendors. More
broadly, the implementation in Arizona would be classified as a Buyer
e-Procurement System as opposed to a Seller or Intermediary System
(Koorn, Smith, & Mueller, 2001).

CRITICAL SUCCESS FACTORS

While not the first to introduce the concept of critical success factors
(CSF) in relation to e-procurement initiative success, Vaidya, et. al,
documented a conceptual framework to gauge the key components
that could determine the success or failure of a project (Vaidya,
Sajeev, & Callendar, 2006). In their 2006 paper, the authors
identified the following CSFs and the attributes of these factors:

CSF Item attributes

(Variable)
1. End-users Uptake and User involvement, user support/communication, user training
Training
2. Supplier Adoption Supplier e-readiness, supplier adoption strategy and
communication plan, suppliers education and benefits
demonstration, compliance to best practices with content and
catalogue management
3. Business Case and Project Identification of business drivers, business process
Management assessment and requirement, Return on Investment (ROI),
Total Cost of Ownership (TCO), risks identification and
management, pilot projects
4. System Integration Information matching, sending and receiving of real time
information to other information systems, electronic
commerce with suppliers
5. Security and Authentication Infrastructure authentication and authorization, confidentiality
and integrity, security requirements
6. Re-engineering the Process Transparency improvement, automated invoice payment and
reconciliation, compliance with purchasing procedures and
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standard
7. Performance Measurement Goals and targets, Key Performance Indicators (KPIs),
baseline measurement, progress monitoring
8. Top Management Support Management sponsor, involvement of the steering committee,
investment in organizational change

9. Change Management Identification and management of key stakeholders, e-

Procurement impact assessment, potential barriers to
implementation, organizational resistance

10. e-Procurement Sound procurement practices, opportunities for aggregation, a

Implementation Strategy consistent approach to procurement, relationships with
industry and small businesses

11. Technology Standards Technical standards, content standards, process and

procedural standards, compliance with the standards
frameworks interoperability

Figure 2 - CSF Item Attributes (Vaidya, Sajeev, & Callendar, 2006)

In this article, each CSF will be addressed in relation to steps within
the project and lessons learned from the project.

TRADITIONAL INITIATIVE OBSTACLES

The e-procurement landscape is littered with both failed projects and
sub-optimal implementations. A survey conducted at Florida Atlantic
University in 2007 pointed to a common set of obstacles for e-
procurement initiatives. These obstacles include:
1. Too expensive to implement
2. Lack of financial system interoperability
3. Limited resources
4. Technology barriers
5. Governing body resistance
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6. Interoperability with other systems

7. Supplier resistance
8. Finance department resistance
9. Concern about local business competitiveness
10. Capacity or skills shortage across the entity
(Prier & McCue, 2007)
In mapping the obstacles to the critical success factors, a clear
correlation emerges between the effective execution of a critical
success factor and the mitigation/elimination of an obstacle for the
project.

Critical Success Factor Obstacle

1. End user uptake and training 3.Limited resources
10.Capacity or skills shortage across the
entity
2. Supplier adoption 4.Technology barriers
7.Supplier resistance
9.Concern about local business
competitiveness
3. Business case and project 1.Too expensive to implement
management 5.Governing body resistance
8.Finance department resistance

4. System integration 2.Lack of financial system interoperability

4.Technology barriers
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5. Security and authentication 2.Lack of financial system interoperability

4.Technology barriers
5.Governing body resistance
6.Interoprability with other systems
8.Finance department resistance

6. Re-engineering the process 3.Limited resources

5.Governing body resistance
8.Finance department resistance
10.Capacity or skills shortage across the
entity

7. Performance measurement 5.Governing body resistance

8.Finance department resistance

8. Top management support 5.Governing body resistance

8.Finance department resistance

9. Change management 5.Governing body resistance

7.Supplier resistance
8.Finance department resistance

10. E-Procurement implementation 3.Limited resources

strategy
5.Governing body resistance
8.Finance department resistance
10.Capacity or skills shortage across the
entity
11. Technology standards 2.Lack of financial system interoperability
4.Technology barriers
5.Governing body resistance
6.Interoprability with other systems
7.Supplier resistance
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The CSFs and the implementation obstacles match to create a

roadmap of cause and effect either before, during or after
implementation. Vaidya et. al, went a step further to organize the
CSFs into a model from an implementation perspective:

Organization and Systems and Technology Practices and Processes

Management
Business case and project System integration e-Procurement
management implementation strategy
Top management support Technology standards Re-engineering of the
process
User uptake and training Security and authentication Change management
Supplier adoption Performance measurement

(Vaidya, Sajeev, & Callendar, 2006)

The results from Arizona will be grouped by the three categories
above.
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RESEARCH QUESTION
The Critical Success Factors provide a set of goal posts to measure
the accomplishments of the implementation team. The success of
the project indicate that the project team created and executed on a
strategy with a technology provider that resulted in a positive
outcome for the State, its constituents and the supplier community at
large. In this regard, the research question guiding this study is as
follows:
How did the efforts of the project team correspond to the Critical
Success Factors and how did the attention to CSFs overcome
traditional e-procurement initiative obstacles?
 Organization and Management
Critical Success Factor: Business case and project management
Efforts of the Team Obstacles Averted Benefits Realized

Identified adequate Too expensive to A frequent challenge on

project funding implement projects involving process
mechanism prior to transformation or systems
project approval Governing body implementation is clear
resistance communication of vision
Multiple and benefits.
communications to Finance department
outline need and resistance By establishing a business
benefits consistent case up front, the State
message defined the vision and
goals they hoped to
Well-defined Scope of achieve as a result of
Work and ProcureAZ. This allowed
Procurement Process the implementation team
led to appropriate to work towards a common
Vendor best suited to set of objectives, develop a
deliver and implement scorecard using key
a successful e- performance indicators,
procurement solution and deliver a consistent
for State of Arizona message of achievement
towards stakeholders.
Developed
comprehensive As a result, momentum
project charter was maintained
including project throughout the project,
scope, background, allowing the team to
objective and goals, transition smoothly from
executive sponsor and one phase to the next.
project team members This also had the benefit of
providing individual
Developed detailed agencies with insight into
testing plans and the overall benefits of the
performed initiative.
comprehensive User
Acceptance Testing Other benefits include:

Developed and On-time and on-budget

maintained a detailed
implementation Well-defined project
project plan including plan, easy to follow and
tasks, dates & identify potential
responsible parties, scheduling issues
where Efficient and smooth
Deliverables/Signoffs implementation
were associated with
payments to vendor Increased quality
Submitted Easier identification of
comprehensive State potential risks
of AZ Project
Investment Enhanced customer
Justification (PIJ) satisfaction post-
document receiving implementation
Executive leadership
Functional, reliable, and

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Efforts of the Team Obstacles Averted Benefits Realized

approval secure web-based
statewide e-procurement
Carefully selected application
Executive Steering
Committee and
project team members
Comprehensive
communication plan -
right message
delivered to the right
people at the right
time (Steering
Committee, Project
team, CPO, CFO, CORE
team, Legislature,
State Procurement
Office (SPO), Limited
Agencies, Co-ops,
Vendors)
Took two prong
communication
approach in effort to
mitigate/eliminate
project risks resulting
from inadequate
customer agency
support or resources
by communicating to
both Executive &
CORE team
representatives
Involvement of key
Finance Dept. and IT
Dept. representation
on both the evaluation
committee and at
project kick-off
Communicated
benefits to State of
implementing new
system
Selected quality
project management
people and proven
processes
Ready access to
Decision Makers
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Critical Success Factor: Top management support

Efforts of the Team Obstacles Averted Benefits Realized

Strong, experienced & Governing body Implementing change

knowledgeable project resistance across a multi-faceted
sponsor organization requires
Finance department strong central direction.
Communicated project resistance Support among key
status/issues/concerns to executives allowed the
Steering Committee, team to resolve issues
sought & received top promptly.
Agency management
support when necessary Project support and
financial backing ensured
focus and appropriate
resources were made
available to project.

Critical Success Factor: End user uptake and training

Efforts of the Team Obstacles Averted Benefits Realized

Communicated early and Limited resources By implementing a training

communicate often program that involved
Capacity or skills agency personnel in
Key Agency Representative shortage across the training delivery, end-users
involved on CORE teams entity were able to learn not just
involved in As-Is and To-Be how the system worked,
sessions creating sense of but also how their agency
ownership wanted them to operate.
Distributed detailed As a result, agencies saw
documents compiling quick results in process
information collected and improvement. Cycle times
communicating results of for requisition processing
As-Is and To-Be sessions to decreased by 21% and PO
CORE team participants, cycle times decreased by
which reinforced their value 46% during the first 9
and importance to the months of system usage.
overall process Typically, this degree of
improvement can be
Train-the-trainer approach limited during initial
reinforced knowledge and implementation. However,
was an effective way to the approach taken with
distribute information ProcureAZ resulted in
Provided ample hands-on greater user adoption and
training sessions, which quicker realization of
included sessions inviting efficiencies.
agency personnel to bring Other benefits include:
in scenarios specific to
their work area Participants on CORE
Team generated a
Held multiple meetings sense of ownership
with various stakeholders
(CIOs/CFOs) to ensure Important input from
project understanding and varied perspectives

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Efforts of the Team Obstacles Averted Benefits Realized

status minimizing issues post

implementation
Phased implementation
with 88 state agencies Early adopters became
grouped into 5 champions Game &
implementation segments Fish leading User Group
Dedicated SPO Help Desk Phased implementation
& BuySpeed support team allowed for continuous
improvement by
Lessons learned session capturing lessons
held after Phase 1 go-live learned and tweaking
and revised approach process

Critical Success Factor: Supplier adoption

Efforts of the Team Obstacles Averted Benefits Realized

Communicated to Vendors Technology barriers Suppliers realized the

early and often benefits of a single
Supplier resistance procurement portal for the
Multiple modes of State. In the first two
communications used to Concern about local years of system usage, the
delivery variety of business
number of registered
messages competitiveness suppliers exceeded the
number registering in the
ProcureAZ Vendor
States prior system, which
resources including quick had been used for over 5
reference guides were years. This provides
available at SPO website greater competition for
SPO Help Desk technical State business.
assistance was available to In addition, suppliers with
support Vendor active statewide contracts
registration willingly accepted a 1%
Early and strong Vendor administrative fee on
out-reach including purchases made by local
transition materials and governments. By agreeing
quick reference guides to the fee, vendors
realized the benefits and
value of a broader market
base for their products
and having a one-stop
shop for access, while
local governments
obtained a new avenue for
sourced goods and
services.
Other benefits include:
Vendor self-registration
Information about
suppliers interested in
CRITICAL FACTORS THAT INFLUENCED E-PROCUREMENT IMPLEMENTATION SUCCESS

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Efforts of the Team Obstacles Averted Benefits Realized

doing business with
Arizona state agencies
and local governments
Posting of open
solicitations and history
of awards
Online access to
respond to solicitations
with quotes and
proposals.

Systems and Technology

Critical Success Factor: System integration
Efforts of the Team Obstacles Averted Benefits Realized

Early involvement of key Lack of financial Integration of ProcureAZ

Financial System subject system to the States financial
matter experts and key IT interoperability system resulted in the
support team automation of the
representatives Technology barriers following in the first ten
months of operation:
Identified required Governing body
interface functionality resistance 50,000 financial
early in project to transactions were
Interoperability with
expedite communication processed
other systems
and identify & schedule electronically that
key state business and Supplier resistance would have been
technical resources as manually entered prior
required to implementation

Developed and All vendors who were

maintained a detailed issued orders were
implementation project interfaced to the
plan including tasks, States financial
dates & responsible solution automatically.
parties, where Prior to
Deliverables/Signoffs implementation, these
were associated vendors required paper
payments to Vendor W-9 forms to be routed
centrally, where
Developed detailed administrative
requirements and personnel keyed in
integration design data
document
This integration also
Lessons learned session improved the ability for
held after Phase 1 go-live end-users to validate
and revised approach budget availability earlier
in the process, reducing
Developed detailed the number of
testing plans and adjustments required to

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Efforts of the Team Obstacles Averted Benefits Realized

perform comprehensive finalize purchases and
User Acceptance Testing improving the States
financial controls.
Conducted mainframe
system stress tests, prior
to Phase 2 go-live which
included legacy system Other benefits include:
integration Key State IT technical
Legacy mainframe staff engaged early in
statewide financial project minimizing any
system utilizing COBOL, technical showstoppers
CICS. & Datacom/DB Streamlined business
software with no real- process
time interface prior to
integration to ProcureAZ Streamlined process -
automated transfer of
HostBridge XML enabled data between state
CICS terminal-oriented systems removing
transactions that allowed duplicate entry of data
the development team to
take advantage of Increased quality
existing financial
application business Ability to minimize
logic, developing additional coding
interface resulted in no efforts and maximize
changes or recompilation use of existing source
required to existing CICS code while developing
financial application interface
programs
No need to purchase
Dedicated BuySpeed additional software
support team products to support
implementation of new
Maximized efficient use system
of existing Arizona
Department of Functional, reliable,
Administration (ADOA) and secure web-based
processes & statewide e-
technologies; including procurement
HostBridge as the application
interface development
tool
E-Procurement Vendor
had staff knowledgeable
with existing state
procurement and
financial system
technology

Critical Success Factor: Technology standards

Efforts of the Team Obstacles Averted Benefits Realized

E-Procurement RFP Lack of financial By implementing a hosted

system and using
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Efforts of the Team Obstacles Averted Benefits Realized

solicited feedback on system standard technologies,
Vendor technology interoperability rather than custom-
specifics for review, prior developed applications,
to contract award Technology barriers the State has reduced the
overall footprint on
Had Government Governing body
technology operations.
Information Technology resistance
This provides an efficient
Agency (GITA) project systems approach with
Interoperability with
oversight and review little spill-over into IT
other systems
operations at the State.
Maximized efficient use
Supplier resistance
of existing ADOA With this approach, the
processes & resulting maintenance
technologies (e.g. Clarity requirements for the
(project documentation), State are limited to core
HRIS/YES Employee internet/networking
Training Solutions, functions to allow users to
Datacom/DB, CICS, access the ProcureAZ
COBOL, Hostbridge website, and VPN
connections to the hosted
Included mainframe
facility for interface
system stress tests functions.
Conducted annual As a result, the State does
disaster recovery not bear the cost of
exercise (Success in both ongoing staffing to
1st & 2nd DR exercise) support a customized,
Conducted automated internally-managed
monthly vulnerability application.
scans against application
to ensure compliance
with State security Other benefits include:
standards
Adherence to State IT
Created early and strong standards
Vendor out-reach
including transition Quality support and
materials and quick environment
reference guides infrastructure
Acceptable
System/Application
Performance levels
Successful application
recovery at DR recovery
site for both 2010 &
2011 exercise
Functional, reliable,
and secure web-based
statewide e-
procurement
application

Critical Success Factor: Security and authentication

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Efforts of the Team Obstacles Averted Benefits Realized

Early involvement of key Lack of financial While the system is

Financial System subject system managed by a hosting
matter experts and key IT interoperability provider, the State still
support team maintains responsibility
representatives; Technology barriers for assuring security of
including representatives data and access. Third
Governing body
from Network & Systems party auditors conduct
resistance
Security as appropriate annual reviews of
Interoperability with security, controls and
Invited State Auditors to processes at the hosting
other systems
participate in Steering provider. The State also
Committee meetings Finance department supplements these
resistance reviews with periodic
HostBridge XML enabled
vulnerability scans.
CICS terminal-oriented
transactions that allowed As a result, the State can
the development team to assure security and
take advantage of controls through industry-
existing financial accepted audit
application business mechanisms.
logic, developing
interface
Resulted in no changes Other benefits include:
or recompilation required Minimal security issues
to existing CICS financial post go-live
application programs
Secure web application
CORE team reviewed &
tested application Auditor awareness and
security during To-Be and implementation team
UAT sessions preparedness
Created security plan Secure hosting facility
and reviewed prior to go-
live Functional, reliable,
and secure web-based
Visited hosting facility statewide e-
prior to go-live procurement
application
Hosting facility SAS70
audit report reviewed
annually
State Auditors invited to
participate in Steering
Committee meetings
Vulnerability scans
executed prior to go-live
with on-going scans
continuing monthly
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449

Practices and Processes

Critical Success Factor: E-Procurement implementation strategy
Efforts of the Team Obstacles Averted Benefits Realized

Strong project Limited resources Because the State outlined

sponsorship the vision for
Governing body implementation and the
Strong project resistance business case early, the
management on both overall strategy was
Vendor & State side Finance department
focused on a common
resistance definition of success. This
Detailed project plan
Capacity or skills helped to overcome
developed at project
shortage across the pockets of resistance
start, which included
entity within individual business
carefully phased operations and allowed for
implementation and the greatest degree of
5 agency roll-out process transformation.
groups
Some of the benefits
Roles & realized as a result of this
responsibilities strategic focus included:
communicated early
Standardization of core
Identified AFIS business processes in
resource constraints order to maximize
and modified efficiencies. For example,
schedule & costs central purchasing was
accordingly removed statewide from
Early involvement of the processing of orders
key Financial System against approved
subject matter contracts.
experts and key IT Sharing of data across
support team business units. While
representatives; some agencies wanted to
including restrict visibility into their
representatives from purchases, the States
Network & Systems strategic focus on
Security as transparency overcame
appropriate to these pressures.
minimize/avoid any
unexpected Identification of additional
implementation and process changes to
roll-out issues support aggregation of
spend. Several months
Had formal review after implementation, the
and sign-off for all state rolled out a new
important demand aggregation
deliverables (e.g. feature to allow for
Functional Design consolidation of sourcing
document, Detailed across agencies.
Integration Design
document, Test plan, Use of system capabilities
Communication plan, to manage alternative
Security plan, procurements, including
Support & Escalation reverse auctions, to drive
plan, Training plan, further cost savings.
Go-live plan, etc.

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Efforts of the Team Obstacles Averted Benefits Realized

Developed thorough
and detailed test
plans for each Other benefits include:
implementation On-time and on-budget
phase and
documented detailed Reached project
user acceptance milestones on time and
criteria according to expectations
Single Incident Comprehensive set of e-
Tracking system to procurement Project
track issues, documentation
accessible to all
support staff Functional, reliable, and
secure web-based
Weekly project status statewide e-procurement
updates with key application
project members
including updates to Early adoption at CORE
the detailed project agencies
plan
Successful interface
Dedicated BuySpeed development,
support team comprehensive interface
functionality testing and
Timely smooth and timely
communication to implementation of 1st real-
appropriate time interface to the AZ
individuals at the statewide financial
right time (Steering system
Committee, Project
team, CPO, CFO, Functional, reliable, and
CORE team, secure web-based
Legislature, SPO, statewide e-procurement
Limited Agencies, Co- application
ops, Vendors)
Included application
stress tests prior to
go-live of 1st real-time
interface to
statewide financial
system to ensure
expected
performance levels
Developed co-
operative
relationships and a
participative
environment
amongst project
team members
creating a climate of
trust
Celebrated project
successes and
acknowledged team
CRITICAL FACTORS THAT INFLUENCED E-PROCUREMENT IMPLEMENTATION SUCCESS

451

Efforts of the Team Obstacles Averted Benefits Realized

member
contributions

Critical Success Factor: Re-engineering the process

Efforts of the Team Obstacles Averted Benefits Realized

Strong technical Limited resources Statewide implementation of

team to collect ProcureAZ allowed the State
business Governing body to standardize processes
requirements and resistance across agencies. In doing so,
document process best practices were
Finance department
design and implemented to reduce cycle
resistance
reengineering times while ensuring
Capacity or skills controls. As previously
Strong change described, the States core
shortage across the
management to team developed
entity
assist in managing standardized processes that
the move to the new have resulted in significant
system cycle time reductions.
Included providing
basic email
templates, quick Other benefits include:
reference guides,
Steam-lined processes
train-the-trainer
approach Enhanced system controls
Carefully Automated approval
designed/planned process
phased roll-out
Up-to-date data on
Wide variety of statewide contracts,
sufficient including the ability to
representation with search for specific
respect to agency contract items, terms and
procurement pricing
representatives
included on CORE Ability to evaluate
team contract spend data
Continued Enhanced management
communication to reporting
parties directly
affected i.e. State On-line integration with AZ
CPOs and CFOs as statewide financial
well as continuing to system
deliver the right
message to the right

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Efforts of the Team Obstacles Averted Benefits Realized

people at the right
time
Communicated
benefits to State as a
result of
implementing new
system and
streamlined
procurement process
Communicated
benefits resulting
from integration with
statewide financial
system
Strong involvement
with State IT to
ensure a smooth
integration with
statewide financial
system

Critical Success Factor: Change management

Efforts of the Team Obstacles Averted Benefits Realized

Comprehensive Governing body Clear communication

communication plan - resistance throughout allowed the State
right message to rapidly implement without
delivered to the right Supplier resistance significant support overhead.
people at the right The State has been able to
Finance department
time (Steering manage a user base of over
resistance
Committee, Project 1000 agency users and
team, CPO, CFO, 19,000 vendors with only 5
CORE team, support personnel (in-house
Legislature, SPO, and outsourced). Through
Limited Agencies, Co- the use of online user
ops, Vendors) documentation, self-paced
training, classroom training,
Key Agency and agency-level system
Representative leads, process and system
involvement on transformation has been
CORE teams early on successful using very few
generating strong resources.
sense of ownership
Detailed support and
escalation document Other benefits included:
developed, which
Business process
identified change
redesign and system
management
modification design (as
procedures for the
necessary) to minimize
operational
software customizations
environment
Minimal system outages
Procurement related
changes Controlled maintenance
CRITICAL FACTORS THAT INFLUENCED E-PROCUREMENT IMPLEMENTATION SUCCESS

453

Efforts of the Team Obstacles Averted Benefits Realized

communicated in the windows
form of revised
policies, procedures Functional, reliable, and
and updated/newly secure web-based
created technical statewide e-procurement
bulletins application

Revisited agencies
as needed post go-
live to address any
subsequent change
management
concerns

Critical Success Factor: Performance measurement

Efforts of the Team Obstacles Averted Benefits Realized

Conducted pre- Governing body Throughout implementation,

implementation resistance the State measured
surveys with Vendors performance impacts. This
and collected Finance department allowed for successful
processing metrics resistance communication of results to
from State agencies leadership and assisted with
prior to system continued rollout to new
implementation agencies. Through
ProcureAZs business
Gathered intelligence capabilities, a
performance data scorecard can be easily run
from system 6 to analyze impacts on spend
months post-go-live under management,
after each State contract leakage, cycle
Agency group roll-out times, and vendor
to review results performance.

Other benefits included:

Improved customer
satisfaction
Reduced unit costs for
items purchased
Reduced processing costs
and time
Reduced maverick
spend/improved contract
compliance
Increased usage of State
contracts and system by

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454

co-op agencies
Improved access and
participation for local,
M/WBE, and small
business vendors
 CONCLUSIONS
Vaidya, et al, proposed that emphasis on the Critical Success Factors
would positively correlate to success on the project. In addition, the
authors noted that e-procurement projects tended to be more
incremental and component-driven and thus rely less on traditional
systems development lifecycle (SDLC) methods. (Vaidya, Sajeev, &
Callendar, 2006) This is the case with Arizona, as the project was
broken into incremental phases, each of which was supported by
business cases to justify progression of the project. Last, the Vaidya
paper noted the need for in-depth cases studies, which this paper
attempted to address. To further confirm the results of this case
study, additional research is needed, including surveys and analytical
assessment of the potential correlation of the CSFs, the actions of
the project leadership and the perceptions of both governmental and
supplier users of the system.
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REFERENCES
Croom, S. R., & Brandon-Jones, A. (2005). Key Issues in E-
Procurement: Procurement Implementation and Operation in
the Public Sector. Journal of Public Procurement, 5 (3): 367-
387.
Koorn, R. S., Smith, D., & Mueller, C. (2001). e-Procurement and
Online Marketplaces. Amsterdam: Compact.
Prier, E., & McCue, C. P. (2007, February 21). E-Procurement
Adoption in Local Governments of the United States.
Retrieved from GovPro Magazine:
http://govpro.com/resource_center/eprocurement/gov_imp_
45371/.
Vaidya, K., Sajeev, A., & Callendar, G. (2006). Critical Factors That
Influence E-Procurement Implementation Success in the
Public Sector. Journal of Public Procurement, 6 (1&3): 70-99.