ERP Selection Risk Register Worksheet
Most ERP risk logs begin at implementation, but many expensive failures start during selection: incomplete requirements, optimistic demos, partial cost models and weak contracts. This register tracks those early risks so they are owned and reduced before you sign.
| ID | Risk | Category | Probability (1-5) | Impact (1-5) | Risk score | Owner | Mitigation | Status | Next review | |
|---|---|---|---|---|---|---|---|---|---|---|
16 | ||||||||||
12 | ||||||||||
20 | ||||||||||
8 | ||||||||||
16 | ||||||||||
15 |
Scores of 15 and above usually need executive attention, 8 to 14 need an owner and a plan, and below 8 can be monitored. Review the register at every steering committee meeting and close risks with a reason.
Technical risk review of your ERP choice
Optional: a specialist reviews your data, integration and AI risks and suggests mitigations.
Optional. The tool and every export work without this. No spam.
How to use the register
List each risk in a sentence that states cause and effect. Choose a category, then rate probability and impact from 1 to 5. The sheet multiplies them into a score out of 25. Assign one named owner, write the mitigation and set a review date. Sort by score in Excel after export to present the top risks to the steering committee. Close risks with a note instead of deleting them.
- One owner per risk
- Write specific mitigations, not 'monitor'
- Review at every steering committee
- Keep closed risks for lessons learned
Typical selection risks
Frequent entries include requirements that describe the current system instead of the needed outcome, vendors demonstrating beta or partner features as standard, cost models that omit internal time and data migration, over reliance on one champion, integration with MES, PLM or CRM scoped late, and contract terms that leave the customer without exit or price protection. For manufacturers in regulated sectors, add traceability, export control and audit requirements.
Scoring method
Probability and impact on a five point scale is the common qualitative method. Probability 1 means rare, 5 means almost certain. Impact 1 means negligible, 5 means it could stop the project or add more than 20 percent to cost. Multiply for a score. Use the same definitions across all risks and agree them at the first review so two people do not score the same risk differently.
Common mistakes
Registers die when they become a one time exercise, when owners are groups instead of people, or when mitigations are vague. Avoid listing generic risks such as 'budget overrun' without cause. Tie risks to decisions in your selection plan, such as the demo script, the reference calls and the contract checklist, so the mitigations actually happen.
Frequently Asked Questions
How is this different from an implementation risk log?
It covers the phase before contract: choosing the right system, partner and terms. Implementation logs track delivery risks such as testing and cutover. Many risks carry over, so move the open ones into the project register when you sign.
What score should trigger escalation?
A common rule is 15 or more out of 25 goes to the steering committee, 8 to 14 stays with the project lead, and lower is monitored. Set the thresholds with your sponsor so everyone agrees on what escalation means.
How many risks should the register hold?
Ten to twenty active risks is normal. Fewer may mean you have not looked; many more makes it unreadable. Merge similar entries and archive closed ones.
Who should own cost and contract risks?
Cost risks usually belong to finance or the PMO, and contract risks to legal or procurement. The project lead should not own everything, otherwise the register just reflects one person's view.
For AI, data conversion or integration risks specific to Infor SyteLine, M3, LN or NetSuite estates, Netray can provide a technical risk review as an optional input.
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