When a mid-sized public college made a politically unpopular decision to purchase new student information system software, a team of fourteen people from across campus was assembled and charged with facilitating the transition from the home-grown system. This case report describes the challenges they faced as they worked to understand their mission, function effectively as a team, keep the campus apprised of developments in the project, and bring about changes in long-standing policies and practices to allow for successful implementation of the new software. The report examines the human side of information technology, and provides a glimpse of the complex non-technical factors that must be considered in any software implementation project. Questions are posed for others who face a similar situation.