The objective of this study is to describe and increase the understanding of some of the activities that a company should do in the planning phase to contain or reduce risks in a global ERP project. The literature study includes theory about system development, ERP systems, project management, risks and risk analysis and a part about global projects. The frame of reference becomes the basis for the empirical investigation which was conducted as an action research with a case study. The case study company was in the middle of a global ERP project and semi-structured interviews were conducted with the project manager, the CIO, the development manager and the operation manager in order to describe and understand the risks that they thought that the project was facing and what responses they used. The interviews were complemented by a study of internal material and by keeping a log during the three months that the project was under study. The collected material complemented the transcribed and coded interviews. All the collected material was grouped into three themes, characteristics, risks and responses, in order to later compare it with the theory in the frame of reference. The study makes it possible to investigate which risks were present and which activities the case company uses to mitigate the risks. The conclusion from this study is that most risks and responses that were found in the theory also, in full or partly, exist also in the case study company. The deviations between the case study company and the theory are that the case study company has, through its procurement process, managed to move development process risks to its vendor, reduced the technical risks by using new technology and found the right competence by deviating from a traditional partner set-up. Through the use of regular workshops with team dinners they have quickly created an efficient project team. The results of the study are a list of risks for global ERP projects and a list of suitable responses.