In 1995, Gonzaga University embarked on a project to implement a university-wide information system. The search for an "out-of-the-box" solution began following an attempt to build an integrated data management system in-house. In 1994, Gonzaga decided to look at commercial solutions to its database management problems. With the blessing of the university's administration, the CIO pulled together a steering committee that oversaw the development of a request for proposal (RFP), the solicitation of bids, and the awarding of a contract. The Enterprise resource planning (ERP) system selected was a database-centric suite of software applications that supported admissions, registration, financial aid, finance, human resources, and university advancement. The implementation of Gonzaga's ERP solution took two years and was completed in 1997. Since that time the application has matured, with the school's business processes being melded into and molded by its use. Six years have passed since the migration to the new ERP system from in-house developed and third-party software solutions. University management asked the CIO to review the investment Gonzaga had made in the software and its relationship with the software vendor. Management also wanted to determine if the current strategy for use of enterprise software was still sound or if a different way of supporting the business functions of Gonzaga would be advantageous and a strategy of change prudent. To evaluate the Gonzaga ERP implementation, the study sought data in each of the categories considered relevant: total costs of acquisition and ownership, ROI, business needs, and comparison with peer institutions. Gonzaga still has much more to gain from its ERP implementation. The university needs to extend its investment in the ERP system to support its new technological vision and fulfill the expectations of its stakeholders. The university should determine the functionality available within the application that is not being used, develop a program to begin using this unfulfilled potential, and educate staff on the features and use of the added functions. Finally, Gonzaga should develop an ongoing educational program for mid to senior management to train them in new features and refresh their knowledge of the system's capabilities. These steps will help Gonzaga University take full advantage of its ERP implementation. (Contains 1 table and 3 endnotes.)