An ERP story case The ERP project arose out of a strategy session where the business strategy set the context. The IT strategy was discussed and received buy-in from multiple parties. The software selected is world class. Roberge and his teem took ownership and recognizing a lack of experience hired experts from a known consulting organization with substantial experience with the ABC software and it's implementation. It would seem that all elements for success were in place. Do you agree? What weaknesses to you see in how this project arouse and was launched?