The usage of Entrerprise Resource Planning (ERP) systems in companies has become increasingly
common. Its implementation, in turn, brings risk factors which require management. The aim of this
study was to analyze the risk management practices adopted on an ERP implementation in a Brazilian
subsidiary of a large industrial company, comparing them to the risk management model described in
PMBOK PMI, investigating the reasons why such a model was adopted or not and the reasons, if
applicable, in adopting practices not described in this model. The difficulties to manage project risk
were examined, to identify and link its causes. A qualitative study was prepared based analysis of
interviews and other documents like meeting minutes, emails, spreadsheets and communications. This
research evidences there was the identification of project risks and the development of an action plan
to eliminate or mitigate them, but its scope was limited by some problems of organizational, technical
and behavioral nature existing in the company.
