I did it myself.

The deployment was all my department. We have a third-party vendor, Cognizant, that we work with. We have an 80/20 split: 80 percent of the department is Cognizant, 20 percent is Guardian. This touched everybody in the department, and we're somewhere between 150 and 200 people. But we had a core team of about a dozen people who mapped and planned it all out, and then they touched the rest of the department as their projects migrated over.

I have two to two-and-a-half people maintaining it.

I used Justin, I used one of the support people, and I had one meeting with one of their people. I had no more than four hours of support and a couple of emails. 

Overall, my experience with their support during deployment was good. I was asking some questions and needed to take an approach that either they didn't agree to or didn't understand why I was doing it that way. The one person I remember talking to was so tied up in the Agile methodology that she couldn't see outside the Agile box, and that's what I needed. We weren't coming from an Agile methodology.

Our experience with the Tricentis consultant was good. 

It's just that our setup took a lot of time. We had a lot of difficulty, initially, in migrating the entire project. We needed to activate the product in ALM, and then deactivate back. It was kind of a mess. But the support engineer would coordinate with me, even outside of office hours. We sat together in meetings and tried to clear things up. He was a pretty good guy who really helped us out to set this up. 

Now, when it is so user-friendly and so easy to work on, that's only because he gave us the initial foundation for the product. We're really thankful for that.

It was all internal. In the government, we don't have a lot of money.