Answer
A good first phase usually has three things in place already: a team that feels real pain today, data that is in reasonably clean shape, and a manager willing to hold people accountable for actually using the new tool instead of falling back to spreadsheets and email. Service teams handling a high volume of repeat customer contact are often a strong starting point because the value shows up quickly in shorter call handling time and fewer missed follow-ups, and the data involved, such as accounts, contacts, and open issues, is usually simpler than full sales pipeline and quoting data.
Once the first phase proves out, expansion should follow the same discipline rather than opening access to every remaining team at once. Buyers should document what worked, what data issues surfaced, and what training gaps showed up, then apply those lessons to the next team rather than assuming the rollout will go the same way twice. The most common failure mode is trying to satisfy every stakeholder's wish list in the initial scope, which usually means the project takes twice as long to launch and nobody gets a clean win to point to. A narrower first phase that actually ships beats a comprehensive one that is still in requirements gathering six months later.