Implementation of VR into NPD processes requires a coordinated effort from within the manufacturing organization. However, the knowledge to carry this out successfully is still quite limited within research as well as within manufacturing organizations, leading to failed pilot projects and a waste of resources. Therefore, the purpose of this paper is to identify barriers that inhibit VR implementation. A multiple case study has been carried out focusing on two VR implementation attempts within a single manufacturing site. The results identify four specific roles and their responsibilities within the VR implementation teams: Key driver, gatekeeper, key user, and general user. The results further identify the barriers experienced within the VR implementation attempts.