ERP projects are often undertaken by project managers in an effort to solve a problem, increase efficiency, and/or provide a higher level of customer service. Although ERP systems can provide all of these benefits and more, they can also cause havoc in an organization if not managed correctly. There are far too many horror stories about organizations failed ERP initiatives. In fact, the success rate of ERP implementations is only around 33% and approximately 90% of ERP implementations are late or over budget. ERP implementation articles consistently report that implementation failure or success is people-related. It's often easier to blame the technology then to explore these deeper issues but in the end they are the controlling factors. It is important for managers to understand the complexities of the people-related issues, relationships and office politics before embarking on a new ERP project. This research is intended to provide insight regarding ERP implementation dynamics through modeling; to build and explore theories regarding what causes ERP success/failure and ultimately aid project managers in avoiding common pitfalls.