When Tektronix decided to implement its new Oracle ERP system, the company chose to introduce it in phases, based on specific functionality or a particular geographic region. Rolling out in phases, or waves as Tektronix called it, allowed the company to receive regular feedback on specific areas of implementation, giving itself time to adjust processes and planning as needed. The phased approach allowed the company to achieve frequent successes, keeping team and employee morale high throughout the process and encouraging the board of directors despite the high cost and time-consuming nature of the overall implementation. To ensure Tektronix's success, the ERP implementation was divided into five manageable subgroups: (1) Finance, (2-4) Order Management/Accounts Receivable (OMAR) across the three divisions, and (5) global implementation. Additional waves were created within the subgroups to facilitate entry into the system. For both the financial industry and OMAR, Tektronix has decided to implement the new system in the United States first. While the ultimate goal was for location to be irrelevant to the system and processes required to complete an order, it was important for the company to see the added value of the implementation as it progressed. When deciding whether to deploy in phases or fully scale, a company must consider several factors related to the feasibility of each option. Like Tektronix, companies with multiple and/or unrelated business units will benefit most from a phased implementation approach. This allows the company to evaluate the success or failure of the implementation at different stages and across various features. Phased implementation poses less risk to large companies than a large-scale approach, a… change in the middle of paper… and a push for stability. They also managed the risk with the surge implementation plan and other measures. The company has done its due diligence and has earned its right to succeed. Other companies can learn from Textronix's experience curve. Adaptive project management methods for the future might be iterative, or implementation occurs in increments resulting from each iteration so that outcomes and interactions can be tested and understood as they appear. This method has fast cycles and provides value so that "iterative" does not equal slow. Feature delivery should be done as early as possible so that feedback is incorporated into learning and improves cycles. Furthermore, the team should consist of highly qualified personnel who can learn IT. Finally, companies should avoid using ROI that assumes predictability of results.