Abstract
Implementing an ERP system is a complex transformational project. Many organizations struggle with this type of transformation as it involves rethinking their business processes so that the organization can improve their business system. The transformation has to be carefully negotiated, taking into account the as-is processes, the to-be processes, and the new requirements for such things as automation and integration of the to-be process, anticipating and designing these new requirements. This paper discusses the experiences at a Saudi Arabian university in their attempt to transform the organization's business model so it automates and integrates what is required and to achieve a level of capability that was not available before. It offers an analysis of the problems encountered, a set of lessons learned from their unsuccessful implementation experience, and a suggested set of steps that can improve ERP project proposal evaluation by putting more effort into the upfront analysis, limiting the impact of the typical changes accompanying ERP projects.