Managing risk in enterprise resource planning projects


Enterprise Resource Planning (ERP) projects are strategic and capital intensive, so failure may be costly and even cause bankruptcy of companies. Previous studies have proposed ways for improving implementation, but they are mostly generic and follow standardized project management practices as specified in various standards (e.g. the “project management body of knowledge” of the Project Management Institute). Because ERP is interdisciplinary (involving change management, project management and information technology management), it warrants a customized approach to managing risks throughout the life cycle of implementation and operation. Through a practical case study, this paper demonstrates a qualitative, user friendly approach to ERP project risk management. Firstly, through a literature review it identifies various risk factors in ERP implementation. Secondly, the risk management practices of a UK-based multinational consulting company in one of its clients are evaluated. The risk factors from the case study organization and literature are then compared and discussed.

Divisions: College of Business and Social Sciences > Aston Business School > Operations & Information Management
College of Business and Social Sciences > Aston Business School > Aston India Foundation for Applied Research
College of Business and Social Sciences > Aston Business School
Event Title: 16th international annual conference of the European Operations Management Association
Event Type: Other
Event Dates: 2009-06-14 - 2009-06-17
Uncontrolled Keywords: ERP,project processes,risk management
Last Modified: 12 Jan 2024 08:13
Date Deposited: 15 Jan 2014 15:24
PURE Output Type: Conference contribution
Published Date: 2009
Authors: Dey, Prasanta K. (ORCID Profile 0000-0002-9984-5374)
Bennett, David (ORCID Profile 0000-0003-1480-8652)
Clegg, Ben (ORCID Profile 0000-0001-7506-5237)



Version: Draft Version

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