Many IS projects still fail, fall short of their objectives or have difficulty in justifying their investment through improved performance. This paper focuses on Enterprise Resource Planning (ERP) systems implementations which, it is argued, are inherently complex, and when taken together with contextual influences can create novel combinations of variables, which challenge established project management prescriptions.

This research takes a case study approach, exploring contradictory findings to help build a more developed understanding of how project management effectiveness is influenced by project complexity in determining the degree of success in ERP projects.