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PurposeThe purpose of this paper is to propose an enterprise resource planning (ERP) implementation model based on the agency theory and the Delone and McLean information systems (IS) success model. This paper answers two major research questions: (i) how does client–consultant interaction affect the outcome of ERP implementation projects; and (ii) how can this interaction be managed effectively to ensure successful project outcomes?Design/methodology/approachAn electronic banking institution in Africa was used to conduct a case study research and examine the validity of the proposed conceptual framework.FindingsBased on the constructs of the conceptual framework, the study found that client–consultant relationships/interactions mediate the effect of human, organizational, and technological critical success factors (CSFs) on information quality, service quality, and information quality. Agency conflicts in client–consultant relationships can be managed using outcome incentive-based contracts and a conflict management committee.Research limitations/implicationsThis is a single case study research. Thus, despite its analytical validity and generalizability, there is a need for more studies on the statistical validity of the model in other contexts.Practical implicationsThis paper provides practical information needed to manage conflicts between clients and consultants, as well as factors that must be considered in order to keep the interest of both parties aligned.Originality/valueNo research has been conducted on how to manage client–consultant interactions and related conflicts in ERP implementation projects. This study fills this gap using a well-established theoretical foundation to propose a conceptual framework that would guide and drive further discussions on the topic. This is also one of the few studies in the context of developing countries.