Process Redesign Process modeling, used to align product software and organizational structures, involves a major issue, when the conclusion is drawn that the product software and the organizational structure do not align well enough for the software to be implemented. In this case, two alternatives are possible: the customization of the software or the redesign of the organizational structure, thus the business processes. Customizing the software actually transforms the product software in tailor-made software, as the idea of standardized software no longer applies. This may result in loss of support on the software and the need to acquire consultancy when issues arise in the usage of the software. Customizing however results in a situation where the organizational integrity is not adjusted, which puts less pressure on the end users, as less changes or shifts in workflows are required. This fact may positively add to the acceptance of any new (product) software application used and may thus decrease the implementation time and budget on the soft side of the implementation budget. Redesigning business processes is more sensible for causing resistance in the usage of product software, as altered business processes will alter tasks and responsibilities for the end users of the product software. However, while the product software is not altered, better support, training and service levels are possible... because the support was created for the specific integrity of the software. Implementation Frameworks The guiding principle versus the profession Another issue on the implementation process of product software is the choice, or actually the question, to what extent an implementation method should be used. Implementation methods can on the one hand be used as a guiding principle, indicating that the method serves as a global idea about how the implementation phase of any project should run. This choice leaves more room for situational factors that are not taken into account in the chosen method, but will result in ambiguity when questions arise in the execution of the implementation process. On the other hand, methods can be used as a profession, meaning that the method should be taken strict and the usage of the method should be a profession, instead of a guiding principle. This view is very useful if the implementation process is very complex and is very dependent on exact and precise acting. Organizational and quality management will embrace this view, as a strict usage of any method results in