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Several issues or failures to succeed with the implementation of Enterprise Resource Planning systems (ERP) that resulted in lawsuits between companies and contracted providers are depicted in Chapter 10 of the course textbook. Large-scale rollouts of ERP systems are notoriously difficult to pull off and fraught with cost overruns. Inadequate training, employee groups’ buy-in or failure to embrace change to a utilization of the new technology, poorly designed or incompatible software with legacy systems, and other factors are often stated to be the source of difficult transitions to ERP systems. References Turban, E., Volonino, L., & Wood, G. R. (2015). Information technology for management: Digital strategies for insight, action, and sustainable performance (10th ed.). Hoboken, NJ: John Wiley & Sons Inc. Question: If you were the CIO of a large enterprise and the rollout and implementation of an ERP system was going badly, where would you begin to try to determine what was causing the difficulties that are being encountered in the project? Would you bring in an outside consultant or rely on in-house talent to track down the causes for the less-than-optimal outcomes? Why would you choose one asset over the other? Conduct research on the topic and answer the following question by providing facts that support your position

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