Abstract
The implementation of either Enterprise-wide systems or ERP technology can create a wide range of major technical, business and operational changes. Whilst the role and importance of project management is well defined and accepted, many organisations struggle to both implement and adopt new technology. One of the key benefits of ERP technology is in its capacity to change the way organisations can develop enhanced cross functional and integrated processing and data management. However, the potential act of changing incumbent technology and internal functional organisational boundaries may induce behaviours that have considerable ramifications for the project investment, delivery, and ultimately user adoption. A study of eight enterprise sites suggests that a combination of functional divides or silos, replacement of incumbent systems and project environment may stimulate a range of organisational power behaviours that may operate negatively and impact delivery. These control processes tend to operate invisibly and are difficult to address; this study concludes that potentially, a key pre project control involves the recognition, management and effective deterrence of expressions of organisational power through external robust governance design.