There is currently much interest in tracking ERP implementations as over 60% of Fortune 500 companies have gone down this path, seeking to replace legacy systems with an integrated comprehensive Enterprise Wide Information System. During the process of ERP adoption, it appears that much of the learning gained in large system development projects seems to have been forgotten. In particular, the means of engaging the users in the development process, the need for and processes involved in change management practices, and the involvement of project sponsors and champions are areas in which we believe that there has been significant departure from the lessons of the past. The authors report on the design of a qualitative research project that seeks to determine if ERP Implementations are qualitatively different from other large system implementations.