Abstract
Enterprise Resource Planning (ERP) systems are very common worldwide, but their implementation and upgrade projects are expensive, complex and often unsuccessful. A great role in their implementation is played by the consultancy firms, which provide manpower and qualified knowledge. Often, IT managers, on the preparation stage, need to know how the project will be organized, how the resources will be distributed and which effort will be necessary from the employees to perform a successful project. Through a case study we aim to define a way to measure the business value of the consultancy and understand if it is possible to build a model to achieve this result.