This paper reports on the findings of two case studies of ERP implementation. The cases have addressed the questions of whether structured menthods are used in ERP implementations, and how they are used. The evidence presented shows that in practice structured methods appear to be expendable in implementation projects. However, they are valued for political reasons (e.g. gaining the trust of senior managers). The authors propose that these findings may be ascribed to the nature of ERP systems themselves: i.e. that they require the organization to adapt to the technology rather than the technology to adapt to the organization.