Enterprise Resource Planning (ERP) implementations can be highly risky, posing numerous challenges to companies that implement them. Prior research has mainly focussed on identifying and assessing risks in ERP projects. Still little is known on mitigating risks by means of managerial control. Thus, this ongoing research aims to address these gaps by exploring how organisations exercise control in regards to identified risks during different stages of an ERP project. By using a case study approach this study particularly seeks to answer if and why control choices for risks change across different project stages. The preliminary results indicate that there is support for both, the need to collate the learnt experiences of ERP participants for these risks and their relative controls to be evaluated at all stages of the ERP project as the importance of risks and controls differ for each phase of the implementation project.



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