Enterprise resource planning (ERP) commercial software packages exploded into the market during the 1990s as a popular way by which companies attempted to integrate their financial, human resource, operation, and customer information. Although ERP systems are capable of providing significant returns on investment, they can also cause havoc in an organization if not managed correctly. Research consistently reports that implementation failure or success is people-related (Peterson, 2003; Tapp, et al. 2003). It is often easier to blame the technology than to explore these deeper complex issues but in the end they are the controlling factors. It is important for managers to understand the non-technical dynamic complexities if information system (IS) implementation success before embarking on a new ERP project. The original IS Success Model (DeLone and McLean, 2003) was developed prior to the enormous growth of ERP implementations. It appears that current models do not include enough feedback behavior between the constructs. Although the IS Success Model is causal and does contain some feedback, there are additional causal relationships not identified in the existing models that should be explored and validated. This research will explore an extension of IS Success models using system dynamics tools to explain ERP success.