In this paper, we explore the role of Enterprise systems in coordinating knowledge-intensive work. Drawing on an in-depth case study conducted in a global high-tech, knowledge-intensive project organization, this paper offers insights into different coordinative capabilities of enterprise systems and the relationship with the project context. By employing the concepts of boundary object and boundary spanning this paper suggests that the enterprise systems and related IT components can only partially support information sharing between organizational groups. The organizational actors in different roles drew on enterprise systems components and IT tools as boundary objects to a varying degree. These boundary objects were more significant to some actors than others. The paper argues that different kinds of boundary objects and communication were needed depending on the project context. The findings also suggest that staffing for high value strategic projects could be effectively handled through the informal organization whereas routine staffing could be handled with the help of the enterprise systems.