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Information Systems research and prescriptive IS project management methodologies are dominated by a perspective on single projects that treats the unit of analysis as a lonely phenomenon with strictly defined boundaries. This study questions this assumption by exploring how the taken for granted project's boundaries are defined in practice. It investigates a case study of an ERP implementation project in an international organization. The findings show the busy multiple-projects platform ofdoi:10.1016/j.jsis.2010.02.005 fatcat:ylwijqoswjgxbi3gjr7zkjlnm4