Since the 1990s, Enterprise Resource Planning (ERP) software has been deployed in private sector organizations, ERP adoption in the public sector has lagged behind them (Harris, 2004) . Until the late 1990s, most public sector organizations relied on several commercially available, internally developed applications with limited or no direct integration (Byrne, 2011). These applications were expensive to maintain and very limited in terms of flexibility, reporting and analytical capacity. With the challenge of addressing the Y2K problem in their legacy systems, most of them turned to ERP. The late 1990s saw a wave of ERP implementations in the public sector driven more by the need to replace systems with Y2K compliance problems rather than by improving business processes (Kavanagh & Miranda, 2005). However, many early public sector ERP implementations failed to achieve desired objectives and the resulting negative press reports such as cost and schedule overruns, payroll issues, and financial reporting problems. After the ERP wave of 2000, public sector ERP users tended to be more risk averse in their approach and began to shift from focusing on replacing legacy systems to focusing on expected return on investment (Harris, 2004) . This process has forced ERP vendors to remeasure their software and service packages and develop public sector-specific features or modules for their solutions instead of trying to adapt their private sector-oriented product offerings to the public sector. SAP, for example, has introduced several functional modules such as fund management, grant management, position budgeting and control into its product range, which are necessary for public sector customers. By 2005, the public sector ERP market was mature and seven... half the project......project” (p. 1). In addition to the above, selecting ERP consultants, selecting a also select suitable employees for the implementation team might be difficult due to influences, union activities, etc. The corporate reengineering process could also be affected due to organizational cultures, employee attitudes and lower top management involvement. Currently, public sector organizations in Sri Lanka invest large sums of money from their earnings and government allocations into IT-related developments. Some of them have successfully implemented ERP solutions and most of them are considering or are already implementing ERP solutions in their organizations. The main objective of this research is to illuminate the way of ERP implementation in public sector organizations in Sri Lanka by identifying the critical success factors in Sri Lankan Context.