Given the large time and fitiancial commitment that an ERP project requires and the potential benefits it can offer if successfidly implemented, it is important to understand the factors that facilitate and inhibit the success ofEP,P implementation. By means of a case study of a global energy company, we first examine the factors that facilitate and inhibit the success of their ERP implementation. We draw on the theory of business process change when analyzing the implementation process. Next, we examine the perceptions non-management professional users of the ERP system (who were not members of the ERP implementation team) have of the ERP system. The data for this part of the study was collected through a survey of nonmanagement professional users of an ERP system, 6 months after implementation.