By time spent? Not on anything but the tiniest projects which are likely to be loss-leaders anyway.

By value added? For consulting company, sure, that's one way to look at it; for the customer, probably not :P

For the purposes of my post, pre-sales/sales/RFP/whatever were assumed to be done prior to start of implementation.

Though I will agree that how ERP project is pitched/sold may well have an impact on the delivery:

- the IT vs BT categorization per above is likely implicitly or explicitly setup at these early stages

- who the stakeholders/champions are / who signed off on purchase and why - the CIO because their previous product is EOL? The VP of functional department (HR/Finance/etc) because they want to realize value in changing processes? Etc

- are the timelines and deliverables reasonable

- is the goal / value realized / ROI well defined and agreed

- are the requirements and scope well defined and agreed

- etc

(edited to change nested brackets into bullet points :P )