Often, even more complicated: the ERP software vendor is one party; then there's the consulting VAR who does the customer's "customizations", and then the in-ho

Often, even more complicated: the ERP software vendor is one party; then there's the consulting VAR who does the customer's "customizations", and then the in-house team which does the "administration" and some "configuration". The VAR may or may not have a continuing relationship and of course the three groups have ample opportunity for finger-pointing; and the "administration" team is often under-resourced and doesn't really have the right skills to continue or maintain the work. It's worse than a framework because most frameworks are designed for people to do some form of software engineering with. But with some "configurable" tool, you end up with something that you need to do software engineering but it doesn't have the tools, power or affordances to do so. I've done some Jira consulting and worked in MDM and I'm of the firm belief that "buy vs. build" isn't the real dichotomy: it's "build" vs. "buy and build", and the effort of building on top of the platform is usually underestimated and undervalued.