Organizational structures are now heavily dependent on the ERP. In today’s continuously varying business scenario the organizations are mainly interested about minimizing the important times of many business processes hence implementation of ERP plays vital role. Implementing ERP successfully begins to be most important aspect of the companies as it requires big investment in time, manpower and finance. The most important factor that about 60-70% of ERP implementations in the existing business world finish up in a unsuccessful condition. To whatever extent, most organizations are confronted with a high limit of risks at the time of post-implementation, basically when in use, maintenance and enhancing ERP systems.
With a brief discussion on ERP implementations, this paper focuses on few perplexingly detail during implementating and post-implementating periods that may exist in any small, medium and large scale organizations. These factors are examined using quality tool and suggestions are provided for resolving ERP implementation issues. System review process during ERP post-implementation stage or post-implementation review (PIR) is examined. Factors that add to high quality post-implementation review are identified. This paper discusses forty probable risks that may take place in post-implementation of ERP. Additionally twenty prime risks as well as their likely impacts are focused.