信息管理與信息系統(tǒng)外文翻譯ERP外文翻譯稿

1、外文翻譯稿淺談ERP項(xiàng)目實(shí)施成功因素和風(fēng)險(xiǎn)管理ERP Enterprise Resource Planning 企業(yè)資源計(jì)劃系統(tǒng),是指建立在信息技術(shù)基礎(chǔ)上,以系統(tǒng)化的管理思想,為企業(yè)決策層及員工提供決策運(yùn)行手段的管理平臺。ERP 不僅僅是一個軟件,更重要的是一個管理思想,它實(shí)現(xiàn)了企業(yè)內(nèi)部資源和企業(yè)相關(guān)的外部資源的整合。 通過軟件把企業(yè)的人、財(cái)、物、產(chǎn)、供、銷及相應(yīng)的物流、信息流、資金流、管理流、增值流等緊密地集成起來,實(shí)現(xiàn)資源優(yōu)化和共享。從臺灣當(dāng)?shù)氐慕ㄖ髽I(yè)實(shí)施的實(shí)例討論了ERP成功實(shí)施的七個關(guān)鍵：密鑰系統(tǒng)、生產(chǎn)流程系統(tǒng)、ERP基礎(chǔ)實(shí)施的優(yōu)先度、用戶自定義設(shè)置、參與者角色、咨詢者角色、實(shí)施表現(xiàn)

2、分級。ERP是一種以市場和客戶需求為導(dǎo)向，以實(shí)行企業(yè)內(nèi)外資源優(yōu)化配置，消除生產(chǎn)經(jīng)營過程中一切無效的勞動和資源，實(shí)現(xiàn)信息流、物流、資金流、價值流和業(yè)務(wù)流的有機(jī)集成和提高企業(yè)競爭力為目的，以計(jì)劃與控制為主線，以網(wǎng)絡(luò)和信息技術(shù)為平臺，集客戶、市場、銷售、計(jì)劃、采購、生產(chǎn)、財(cái)務(wù)、質(zhì)量、服務(wù)、信息集成和業(yè)務(wù)流程重組(BPR)等功能為一體，面向SCM的現(xiàn)代企業(yè)管理思想和方法。從臺灣企業(yè)的實(shí)例表明，成功應(yīng)用ERP的基本要素主要有：必須增強(qiáng)企業(yè)自身主體意識；重視知識資源的開發(fā)與利用；充分調(diào)動人的積極性和創(chuàng)造性；深刻認(rèn)識我國企業(yè)應(yīng)用ERP的根本目的；正確認(rèn)識ERP項(xiàng)目是一個企業(yè)管理系統(tǒng)工程；企業(yè)一定要盡快、科學(xué)

3、的做出應(yīng)用SCM、ERP和BPR的決策；企業(yè)應(yīng)用ERP一定要立足于創(chuàng)新和BPR；引入企業(yè)管理咨詢；認(rèn)真做好ERP項(xiàng)目前期準(zhǔn)備工作；加強(qiáng)企業(yè)需求分析；制定明確、量化的ERP應(yīng)用目標(biāo)；確?；A(chǔ)數(shù)據(jù)的準(zhǔn)確性和時效性；加強(qiáng)ERP項(xiàng)目風(fēng)險(xiǎn)分析；建立ERP項(xiàng)目變革管理體系；實(shí)行ERP項(xiàng)目監(jiān)理制和評價制；完善和提高服務(wù)商的能力與水平。大量的研究與實(shí)踐充分表明，ERP在我國應(yīng)用的成敗并不取決于技術(shù)、資金、網(wǎng)絡(luò)、應(yīng)用軟件和軟件實(shí)施，而主要取決于企業(yè)自身主體意識。企業(yè)是應(yīng)用ERP的主體。企業(yè)應(yīng)用ERP首先要提高思想認(rèn)識，轉(zhuǎn)變思想觀念，增強(qiáng)自身主體意識。只有增強(qiáng)了主體意識，才能提高主體能力，才能發(fā)揮主體作用，才能確

4、保ERP項(xiàng)目的成功。參考國外的一些文獻(xiàn)資料，一個成功的ERP項(xiàng)目，往往要花費(fèi)數(shù)年時間，數(shù)千萬美元得以完成。再回頭看國內(nèi)，隨著ERP懷疑論的抬頭，價格戰(zhàn)的興起，ERP作為一種軟件供應(yīng)商的產(chǎn)品，卻有走下神壇趨勢。就連ERP界的首領(lǐng)SAP也推出了Business One產(chǎn)品，價格低于十萬。不過，即便ERP軟件能做到免費(fèi)，或如IBM推崇的按需收費(fèi)的境界，從整個企業(yè)實(shí)施的角度，考慮到人員、培訓(xùn)、維護(hù)、業(yè)務(wù)重組、二次開發(fā)、三次、n次開發(fā)，其費(fèi)用應(yīng)該也在數(shù)百萬乃至千萬人民幣的規(guī)模。這對于國內(nèi)企業(yè)而言，已是不小的數(shù)目了。但是，還是有不少企業(yè)懷著美麗的夢想，踏上ERP實(shí)施的艱辛之旅。其中又有不少項(xiàng)目以失敗告終。

5、而對于那些最后的幸存者，是否就可以還戟入倉，飲酒高歌呢？事實(shí)上，企業(yè)在成功實(shí)施ERP項(xiàng)目后，將面對較實(shí)施前更大的風(fēng)險(xiǎn)。在未來的五到十年中，是否有一個扎實(shí)的ERP風(fēng)險(xiǎn)管理機(jī)制將決定了企業(yè)是否能在最初的ERP投資中真正獲益。1998年Thomas H.Davenport在哈佛商務(wù)評論發(fā)表了名為將企業(yè)放入企業(yè)系統(tǒng)的文章(Putting the entERPrise into the entERPrise system)。該文系統(tǒng)地提出了企業(yè)系統(tǒng)，或稱ERP系統(tǒng)給企業(yè)運(yùn)作帶來積極及消極的引響。同時也直接提出了未來企業(yè)必須面對的一個風(fēng)險(xiǎn)：將整個企業(yè)放入企業(yè)系統(tǒng)中的風(fēng)險(xiǎn)。按照美國項(xiàng)目管理協(xié)會對風(fēng)險(xiǎn)的定義，

6、“風(fēng)險(xiǎn)”是指對項(xiàng)目有利或不利的不確定因素。項(xiàng)目是“為完成某一獨(dú)特的產(chǎn)品或服務(wù)所做的一次性努力”，項(xiàng)目的“獨(dú)特性”決定了項(xiàng)目不可能是以與以前完全相同的方式、由與以前完全相同的人來完成的，同時，項(xiàng)目所要創(chuàng)造的產(chǎn)品或服務(wù)，以及項(xiàng)目可能涉及的范圍、時間及成本都不可能在項(xiàng)目開始時完全確定，因此，在項(xiàng)目進(jìn)行過程中也相應(yīng)會出現(xiàn)大量的不確定性，即項(xiàng)目風(fēng)險(xiǎn)。本文以下所提到的“風(fēng)險(xiǎn)”是指對項(xiàng)目“不利”的不確定因素。對項(xiàng)目不利的風(fēng)險(xiǎn)存在于任何項(xiàng)目中，并往往會給項(xiàng)目的推進(jìn)和項(xiàng)目的成功帶來負(fù)面影響。風(fēng)險(xiǎn)一旦發(fā)生，它的影響是多方面的，如導(dǎo)致項(xiàng)目產(chǎn)品/服務(wù)的功能無法滿足客戶的需要、項(xiàng)目費(fèi)用超出預(yù)算、項(xiàng)目計(jì)劃拖延或被迫取消等

7、，其最終體現(xiàn)為客戶滿意度的降低。因此，識別風(fēng)險(xiǎn)、評估風(fēng)險(xiǎn)并采取措施應(yīng)對風(fēng)險(xiǎn)即風(fēng)險(xiǎn)管理對項(xiàng)目管理具有十分重要的意義。一風(fēng)險(xiǎn)管理的具體內(nèi)容 項(xiàng)目風(fēng)險(xiǎn)管理主要分為以下幾個步驟：風(fēng)險(xiǎn)識別、定性/定量風(fēng)險(xiǎn)分析、風(fēng)險(xiǎn)應(yīng)對計(jì)劃編制及風(fēng)險(xiǎn)監(jiān)控。1.風(fēng)險(xiǎn)識別  風(fēng)險(xiǎn)識別，是指識別并記錄可能對項(xiàng)目造成不利影響的因素。由于項(xiàng)目處于不斷發(fā)展變化的過程中，因此風(fēng)險(xiǎn)識別也貫穿于整個項(xiàng)目實(shí)施的全過程,而不僅僅是項(xiàng)目的開始階段。風(fēng)險(xiǎn)識別不是一次性的工作，而需要更多系統(tǒng)的、橫向的思維。幾乎所有關(guān)于項(xiàng)目的計(jì)劃與信息都可能作為風(fēng)險(xiǎn)識別的依據(jù)，如項(xiàng)目進(jìn)度及成本計(jì)劃、工作分解結(jié)構(gòu)、項(xiàng)目組織結(jié)構(gòu)、項(xiàng)目范圍、

8、類似項(xiàng)目的歷史信息等。  需要注意的是，并非所有的風(fēng)險(xiǎn)都可以通過風(fēng)險(xiǎn)識別來進(jìn)行管理。風(fēng)險(xiǎn)識別只能發(fā)現(xiàn)已知風(fēng)險(xiǎn)（如：已知項(xiàng)目組織中某一成員能力不能完全滿足要求）或已知未知風(fēng)險(xiǎn)（known-unknown,即“事件名稱已知”，如“客戶方人員參與力度不足”）；而某些風(fēng)險(xiǎn)，由于項(xiàng)目的獨(dú)特性，不可能在其發(fā)生前預(yù)知(unknown-unknown,即未知未知風(fēng)險(xiǎn))。2.定性/定量風(fēng)險(xiǎn)分析  通過風(fēng)險(xiǎn)識別過程所識別出的潛在風(fēng)險(xiǎn)數(shù)量很多，但這些潛在的風(fēng)險(xiǎn)對項(xiàng)目的影響是各不相同的。“風(fēng)險(xiǎn)分析”即通過分析、比較、評估等各種方式，對確定各風(fēng)險(xiǎn)的重要性，對風(fēng)險(xiǎn)排序并評估其對項(xiàng)目

9、可能后果，從而使項(xiàng)目實(shí)施人員可以將主要精力集中于為數(shù)不多的主要風(fēng)險(xiǎn)上，從而使項(xiàng)目的整體風(fēng)險(xiǎn)得到有效的控制。  風(fēng)險(xiǎn)分析主要可采用的方法有：風(fēng)險(xiǎn)概率/影響評估矩陣、敏感性分析、模擬等。在進(jìn)行上述分析時，主要關(guān)注以下幾個風(fēng)險(xiǎn)因素：  風(fēng)險(xiǎn)概率：即風(fēng)險(xiǎn)事件發(fā)生的可能性的百分比表示。這個數(shù)字是通過主觀判斷而獲得的，如專家評估、訪談或根據(jù)以前類似項(xiàng)目的歷史信息。  風(fēng)險(xiǎn)影響：即風(fēng)險(xiǎn)發(fā)生可能對項(xiàng)目造成的影響大小。這種影響可能是時間上的，可能是成本上的，也可能是其他各方面的。  風(fēng)險(xiǎn)值（預(yù)期值EMV）：風(fēng)險(xiǎn)值=風(fēng)險(xiǎn)概率×

10、;風(fēng)險(xiǎn)影響，是對風(fēng)險(xiǎn)對項(xiàng)目造成的影響的最直接評估，它綜合考慮了概率與影響兩方面的因素。  3.風(fēng)險(xiǎn)應(yīng)對計(jì)劃編制  風(fēng)險(xiǎn)應(yīng)對計(jì)劃的目的在于通過制定相應(yīng)的措施，來應(yīng)對風(fēng)險(xiǎn)對項(xiàng)目可能造成的威脅。最常采用的應(yīng)對威脅的幾種措施是：規(guī)避、減輕、轉(zhuǎn)移、接受。  規(guī)避，即通過消除風(fēng)險(xiǎn)的成因來消除該風(fēng)險(xiǎn)；  減輕，即通過采取措施降低“風(fēng)險(xiǎn)概率”或“風(fēng)險(xiǎn)影響”,從而達(dá)到降低風(fēng)險(xiǎn)值的結(jié)果； 轉(zhuǎn)移，即將風(fēng)險(xiǎn)轉(zhuǎn)移到另一方，如購買保險(xiǎn)、分包等；  接受，即對該風(fēng)險(xiǎn)不采取措施，接受其造成的結(jié)果，或在該風(fēng)險(xiǎn)發(fā)生后再采

11、取應(yīng)急計(jì)劃進(jìn)行處理。  具體采用何種方式來應(yīng)對某一風(fēng)險(xiǎn)，取決于該風(fēng)險(xiǎn)的風(fēng)險(xiǎn)值（EMV）、擬采取應(yīng)對措施的可能成本、項(xiàng)目管理人員對待風(fēng)險(xiǎn)的態(tài)度（效用函數(shù)）類型等各方面，不可一概而論。  風(fēng)險(xiǎn)應(yīng)對計(jì)劃是針對已識別的風(fēng)險(xiǎn)進(jìn)行的；對于未知未知的風(fēng)險(xiǎn)，不可能預(yù)選制定相應(yīng)的應(yīng)對計(jì)劃或應(yīng)急計(jì)劃，因此，可以利用管理儲備來應(yīng)對。  4.風(fēng)險(xiǎn)監(jiān)控  風(fēng)險(xiǎn)監(jiān)控主要包括以下幾方面的任務(wù)：  1）在項(xiàng)目進(jìn)行過程中跟蹤已識別風(fēng)險(xiǎn)、監(jiān)控殘余風(fēng)險(xiǎn)并識別新風(fēng)險(xiǎn)：隨著項(xiàng)目的實(shí)施以及風(fēng)險(xiǎn)應(yīng)對措施的執(zhí)行，各種對項(xiàng)目的影響因素處于不斷變

12、化的過程中，因此，需要在整個項(xiàng)目過程中，時刻監(jiān)督風(fēng)險(xiǎn)的發(fā)展與變化情況，確定伴隨某些風(fēng)險(xiǎn)的消失而來的新的風(fēng)險(xiǎn)并制定相應(yīng)的處理措施。  2）保證風(fēng)險(xiǎn)應(yīng)對計(jì)劃的執(zhí)行并評估風(fēng)險(xiǎn)應(yīng)對計(jì)劃執(zhí)行效果。評估的方法可以是項(xiàng)目周期（階段）性回顧、績效評估等。  3）對突發(fā)的風(fēng)險(xiǎn)或“接受”的風(fēng)險(xiǎn)采取適當(dāng)?shù)臋?quán)變措施。  通過風(fēng)險(xiǎn)監(jiān)控過程，項(xiàng)目人員持續(xù)更新項(xiàng)目風(fēng)險(xiǎn)列表，并通過重復(fù)上述各步驟保證項(xiàng)目風(fēng)險(xiǎn)始終處于受控狀態(tài)。  二ERP項(xiàng)目實(shí)施的風(fēng)險(xiǎn)管理  不同類型的項(xiàng)目有不同類型的風(fēng)險(xiǎn)。ERP項(xiàng)目實(shí)施的風(fēng)險(xiǎn)同樣有其特殊性。以

13、下對ERP項(xiàng)目實(shí)施過程中的風(fēng)險(xiǎn)管理措施做一簡要說明，一家之言，僅供參考。  1.ERP項(xiàng)目實(shí)施中的主要風(fēng)險(xiǎn)及應(yīng)對措施  如前所述，“幾乎所有關(guān)于項(xiàng)目的計(jì)劃與信息都可能作為風(fēng)險(xiǎn)識別的依據(jù)，如項(xiàng)目進(jìn)度及成本計(jì)劃、工作分解結(jié)構(gòu)、項(xiàng)目組織結(jié)構(gòu)、項(xiàng)目范圍、類似項(xiàng)目的歷史信息等。”在ERP項(xiàng)目的風(fēng)險(xiǎn)識別過程中，可以以項(xiàng)目計(jì)劃為線索，識別項(xiàng)目在各方面的風(fēng)險(xiǎn)。  實(shí)施過程中，應(yīng)特別關(guān)注以下幾方面的風(fēng)險(xiǎn)：  1)項(xiàng)目范圍的風(fēng)險(xiǎn)  項(xiàng)目采購管理通常有三種合同方式，即：固定價或總價合同、成本報(bào)銷（加獎勵）合同、單價合

14、同。通常不確定性越大、風(fēng)險(xiǎn)越大的項(xiàng)目，越趨向于采用靠后的合同方式。這也是國外及國內(nèi)部分ERP供應(yīng)商在實(shí)施服務(wù)中采用按人天提供服務(wù)并收取費(fèi)用的原因。但采用這種方式，買方（即客戶）存在較大的風(fēng)險(xiǎn)，因此，國內(nèi)很多客戶傾向于以固定價格訂立實(shí)施服務(wù)合同。而這種合同方式，則對于賣方（即顧問方）存在較大風(fēng)險(xiǎn)。在此前提下，若項(xiàng)目范圍定義不清晰，可能導(dǎo)致買賣雙方對項(xiàng)目范圍的認(rèn)知產(chǎn)生分歧：賣方希望盡量縮小實(shí)施范圍，以最小的成本結(jié)束項(xiàng)目；而買方則希望將ERP系統(tǒng)的所有功能盡可能多的實(shí)施，以固定的價格獲得最大的收益。若雙方的分歧較大，不能達(dá)成一致，則必然會造成效率低下，相互扯皮。  因此，ERP項(xiàng)

15、目合同中，應(yīng)對項(xiàng)目的實(shí)施范圍做盡可能清晰的界定，切不可停留在“實(shí)施財(cái)務(wù)模塊”或是“實(shí)施應(yīng)收、應(yīng)付、總賬管理”之類的層面上。寧愿多花一些時間在項(xiàng)目實(shí)施前的范圍界定工作上，也不要在項(xiàng)目實(shí)施過程中，面對ERP繁多的功能，實(shí)施方與用戶方爭執(zhí)不下，或被迫讓步，投入更大的精力于項(xiàng)目中，而導(dǎo)致項(xiàng)目不能按時完成。  2）項(xiàng)目進(jìn)度的風(fēng)險(xiǎn)  關(guān)于ERP項(xiàng)目實(shí)施的周期，目前在宣傳上有強(qiáng)調(diào)“快速”的傾向。但ERP項(xiàng)目進(jìn)度的控制絕非易事，不僅取決于顧問公司的能力，同時也在很大程度上受到客戶方對ERP期望值是否合理、對范圍控制是否有效、對項(xiàng)目投入（包括人員時間的投入和資金等的投入）

16、是否足夠等方面的影響。  由神州數(shù)碼提供ERP系統(tǒng)并負(fù)責(zé)實(shí)施的昆山世同金屬，在較短時間內(nèi)上線成功，原因之一就是易飛ERP實(shí)施小組完整成熟的導(dǎo)入機(jī)制及顧問人員卓越的素質(zhì)，有效順利地協(xié)助了世同金屬的上線工作。從上線開始便有專業(yè)顧問負(fù)責(zé)整個導(dǎo)入實(shí)施的計(jì)劃，長期積累的行業(yè)知識及管理經(jīng)驗(yàn)也提升了整個ERP的運(yùn)作水平，妥善處理了上線工作中的問題。用戶對項(xiàng)目分階段實(shí)施有強(qiáng)烈的認(rèn)同，在第一階段僅強(qiáng)調(diào)對基本功能的實(shí)現(xiàn)，而將大量的工作留到上線后或持續(xù)改進(jìn)過程中。  而實(shí)際操作中，并非所有用戶對ERP實(shí)施都有這種理解與認(rèn)同，因此，在項(xiàng)目進(jìn)度計(jì)劃時，一味在項(xiàng)目進(jìn)度計(jì)劃時求快，甚

17、或是刻意追求某個具有特殊意義的日期作為項(xiàng)目里程碑，將對項(xiàng)目進(jìn)度控制造成很大壓力。  事實(shí)上，很多項(xiàng)目的失敗，正是起因于項(xiàng)目進(jìn)度出現(xiàn)拖延，而導(dǎo)致項(xiàng)目團(tuán)隊(duì)士氣低落，效率低下。因此，ERP項(xiàng)目實(shí)施的時間管理，需要充分考慮各種潛在因素，適當(dāng)留有余地；任務(wù)分解詳細(xì)度適中，便于考核；在執(zhí)行過程中，應(yīng)強(qiáng)調(diào)項(xiàng)目按進(jìn)度執(zhí)行的重要性，在考慮任何問題時，都要將保持進(jìn)度作為先決條件；同時，合理利用趕工及快速跟進(jìn)等方法，充分利用資源。  3）項(xiàng)目人力資源的風(fēng)險(xiǎn)  人力資源是ERP項(xiàng)目實(shí)施過程中最為關(guān)鍵的資源。保證合適的人，以足夠的精力參與到項(xiàng)目中來，是項(xiàng)目成功

18、實(shí)施的基本保證。  ERP項(xiàng)目實(shí)施中存在各種角色，對各種角色應(yīng)具備的素質(zhì)，我們在此不再贅述。要降低項(xiàng)目的人力資源風(fēng)險(xiǎn)，就要保證進(jìn)入到項(xiàng)目中并承擔(dān)角色的各類項(xiàng)目干系人滿足項(xiàng)目要求。因此，實(shí)施雙方應(yīng)對參與人員進(jìn)行認(rèn)真的評估，這種評估應(yīng)該是雙方面的，不僅是用戶對咨詢顧問的評估，也應(yīng)包括咨詢公司對參與項(xiàng)目的用戶方成員（在國內(nèi)目前的環(huán)境下，主要是指關(guān)鍵用戶）的評估。同時，應(yīng)保證項(xiàng)目人員對項(xiàng)目的投入程度。應(yīng)將參與ERP項(xiàng)目人員的業(yè)績評估與ERP項(xiàng)目實(shí)施的狀況相關(guān)聯(lián)，明確ERP項(xiàng)目是在該階段項(xiàng)目相關(guān)人員最重要的本職工作；制定適當(dāng)?shù)莫剳痛胧辉谄髽I(yè)中建立“一把手工程”的思想，層層“一把手”

19、，即各級負(fù)責(zé)人針對ERP實(shí)施向下行使全權(quán)、對上擔(dān)負(fù)全責(zé)，將一把手從個體概念延伸到有機(jī)結(jié)合的群體概念。  4）對ERP認(rèn)識不正確的風(fēng)險(xiǎn)  有的企業(yè)把ERP視為企業(yè)管理的靈丹妙藥，認(rèn)為既然ERP“功能強(qiáng)大”，只要上了ERP，企業(yè)的所有問題便迎刃而解，或者以為企業(yè)的所有流程都可以納入到ERP中來；還有的人簡單的將ERP視為當(dāng)前業(yè)務(wù)流程的電子化。  要防范或減輕這種風(fēng)險(xiǎn)，需要對用戶進(jìn)行大量的培訓(xùn)：ERP的由來，ERP的功能，實(shí)施ERP的目的與期望等等，盡可能在用戶產(chǎn)生“ERP不能滿足我的需求和期望”這種想法之前，讓用戶知道“現(xiàn)階段對ERP合理

20、的需求期望是什么”。  2ERP項(xiàng)目實(shí)施中的風(fēng)險(xiǎn)監(jiān)控  可以采取以下措施對ERP項(xiàng)目實(shí)施中的風(fēng)險(xiǎn)進(jìn)行監(jiān)控，以防止危及項(xiàng)目成敗的風(fēng)險(xiǎn)發(fā)生。  1)建立并及時更新項(xiàng)目風(fēng)險(xiǎn)列表及風(fēng)險(xiǎn)排序。項(xiàng)目管理人員應(yīng)隨時關(guān)注與關(guān)鍵風(fēng)險(xiǎn)相關(guān)因素的變化情況，及時決定何時、采用何種風(fēng)險(xiǎn)應(yīng)對措施。  2）風(fēng)險(xiǎn)應(yīng)對審計(jì)：隨時關(guān)注風(fēng)險(xiǎn)應(yīng)對措施（規(guī)避、減輕、轉(zhuǎn)移）實(shí)施的效果，對殘余風(fēng)險(xiǎn)進(jìn)行評估。  3）建立報(bào)告機(jī)制，及時將項(xiàng)目中存在的問題反映到項(xiàng)目經(jīng)理或項(xiàng)目管理層。  4）定期召集項(xiàng)目干系人召開項(xiàng)目會議，對風(fēng)

21、險(xiǎn)狀況進(jìn)行評估，并通過各方面對項(xiàng)目實(shí)施的反應(yīng)來發(fā)現(xiàn)新風(fēng)險(xiǎn)。  5）更新相關(guān)數(shù)據(jù)庫如風(fēng)險(xiǎn)識別檢查表，以利于今后類似項(xiàng)目的實(shí)施。 6）引入第三方咨詢，定期對項(xiàng)目進(jìn)行質(zhì)量檢查，以防范大的風(fēng)險(xiǎn)。 實(shí)施信息化，企業(yè)就要面對巨大風(fēng)險(xiǎn)，有時甚至是將自己的生死交到了信息化手上。但如果不實(shí)施信息化，企業(yè)就要被同行所超越，進(jìn)而湮沒在全球化的浪潮中，這是每一家企業(yè)都不愿意看到的?？煽纯闯Ｒ姷馁Y料，都是教你如何去規(guī)避信息化風(fēng)險(xiǎn)，而沒有人愿意直面風(fēng)險(xiǎn)，這不能不說是信息化的缺失。如果我們的企業(yè)、廠商能夠更加開明些，丟掉那所謂的面子問題，將他們面對風(fēng)險(xiǎn)時的經(jīng)驗(yàn)與大眾共享，相信信息化的

22、失敗率絕對要比現(xiàn)在少得多。外文原稿Discussing about the successful factors ofERP projects implementation and the risk managementThe primary functions of Enterprise Resource Planning (ERP) are to integrate the inter-departmental operation procedures and Management Information System (MIS) modules, and to reallocate th

23、e resources of a company. How to successfully implement an ERP system in an organization is always a hot research topic for researchers as well as a pending problem for an organization that wants to implement it. A case study on the selection of system suppliers and contract negotiation during the E

24、RP implementation of a local construction company in Taiwan, after reviewing the common key success factors discussed in the literature, discussed seven issues: coding system, working process reengineering, priority of ERP functionality implementation, customization, participant roles, consultant ro

25、le and performance level of subcontractor, which also affected the implementation. Lessons learned from the case study in discussed seven issues are valuable for a construction company in deciding to implement an ERP system. This study suggests that additional case studies are necessary for the succ

26、essful application of ERP systems in the construction industry. ERP implementation is a 'Triple Play' that combines people, technology, and processes. It embodies a complex implementation process, especially in developing countries like China, often taking several years, huge amount of fund

27、and involving a major business process reengineering exercise. An attempt has been made to identify some Chinese-specific difficulties in the implementation process and provide solutions to implement ERP system successfully through questionnaire survey, interviews, and secondary data. On the basis o

28、f analysis of questionnaire results, some common difficulties have been explored by authors, such as support of top management, costly and time-consuming, cultural differences, technical complexity, lack of professional personnel, and inner resistance. The difficulties are largely due to the nature

29、of enterprise's ownership and size. Suggested solutions to overcome these difficulties: ERP software packages selection, ERP implementation team, BPR, Training, and Outsourcing-Application Service Provider. These solutions can effectively solve ERP difficulties.The effectiveness of the implement

30、ation of enterprise resource planning in improving service quality can be seen in the Taiwanese semiconductor industry by assessing the expectations and the perceptions of service quality from the perspectives of both upstream manufacturers and downstream customers. The study first establishes a mod

31、ified service quality gap model incorporating: (i) the downstream customers' expectations and perceptions, and (ii) the upstream manufacturers' perceptions of the customers' expectations and perceptions. An empirical study by questionnaire survey is then undertaken to investigate the gap

32、s proposed in the research model. The results show that service quality gaps do exist in the Taiwanese semiconductor industry between upstream manufacturers that are implementing ERP and their downstream customers. The study shows that the proposed model provides valuable guidance to manufacturers w

33、ith respect to the prevention, detection, and elimination of the demonstrated service quality gaps. The model thus helps manufacturers to evaluate the contribution of various ERP modules to improved customer satisfaction with service quality and also provides guidance on improvement strategies to en

34、hance service quality by eliminating quality gaps.Actually, ERP is widely used in many fields, from public sectors to individual business. Recently, service organizations have invested considerable resources in the implementation of Enterprise Resource Planning (ERP) systems, even using solutions in

35、itially targeted for manufacturing companies. To get an insight into how services approach help ERP implementation, a review of ERP projects, especially in services, completed by six case studies has been undertaken. We identify and discuss some characteristics of services, which are discriminatory

36、regarding manufacturing. Main characteristics identified deal with complete or partial integration, product or customer orientation, importance of labor, human factor. In conclusion, trends to standardization and integration seen in the industrial sector are also growing in services, but in differen

37、t ways. Refers to the overseas some literature material, a successful ERP project, often needs to spend several year times, number thousands of US dollars can complete. Again turns head looks at the home, along with ERP skepticisms gaining ground, price war starting, ERP took one kind of software su

38、pplier's product, has actually goes down the god world tendency. ERP leader SAP also promoted Business the One product, the price has been lower than 100,000.Even if the ERP software can achieve free, or like the IBM esteem according to the boundary which must collect fees, implements the angle

39、from the entire enterprise, considers the personnel, training, the maintenance, the service reorganization, the re-development, three, n development, its expense should also in several 1,000,000 and even surely the scale. This speaking of the domestic enterprise, already was not the small number. Bu

40、t, some many enterprises harbor the beautiful dream, steps the ERP implementation the difficult travel. In which also has many projects to be defeated comes to an end. But regarding these final survivors, whether can the halberd be also put in storage, drinks wine to sing loudly? In fact, the enterp

41、rise implements the ERP project after the success will face implements a bigger risk. In future five to ten years in, some solid ERP risk management mechanism had decided whether the enterprise can obtain benefits truly in the initial ERP investment. In 1998 Thomas H.Davenport has published named &q

42、uot;Puts in Enterprise System" the article in the Harvard commerce commentary (Putting the enterprise into the enterprise system).This article proposed systematically the enterprise system, or called the ERP system the operation brings for the enterprise positive and negative directs the sound.

43、 Simultaneously also directly proposed the future enterprise will have to face a risk: Puts in the enterprise system the entire enterprise the risk. According to US Project management Association to the risk the definition, "the risk" is refers to the project advantageous or the disadvanta

44、geous element of certainty. The project is "for completes the disposable endeavor which some unique product or the service station do", the project "the distinctive quality" had decided the project not impossible was by with the before identical way, simultaneously, the project w

45、hich completed by and the before identical person must create the product or the service, as well as the project possibly involved the scope, the time and the cost all not impossible started when the project completely to determine, therefore, carried on in the process in the project also correspond

46、ing to be able to appear the massive uncertainty, namely project risk. Below this article mentioned "the risk" is refers to the project "disadvantageously" the element of certainty. Exists to the project disadvantageous risk in any project, often and can give the project the adva

47、ncement and the project success brings the negative influence. Once the risk occurs, its influence is various, like causes the project product/service the function to be unable to satisfy the customer the need, the project expense surpasses the budget, the project plan dragging or is compelled to ca

48、ncel and so on, it finally manifests for customer degree of satisfaction depression. Therefore, the recognition risk, the appraisal risk and take the measure to be supposed to be the risk management have the extremely vital significance to the risk to the project management. Risk management concrete

49、 content The project risk management mainly divides into following several steps: The risk recognition, the qualitative/quota risk analysis, the risk should to plan the establishment and the risk monitoring. 1.risk recognitions The risk recognition, is refers distinguishes and records possibly has t

50、he adverse effect to the project the factor. Because the project is in develops in unceasingly the change process, therefore the risk recognition also passes through in the entire project implementation entire process, but is not merely the project initial stage. The risk recognition is not the disp

51、osable work, but need more systems, crosswise thought. Possesses nearly about the project plan and the information all possibly takes the risk recognition the basis, like project progress and cost plan, work decomposition structure, project organizational structure, project scope, similar project hi

52、storical information and so on. Needs to pay attention, all risks all may carry on the management by no means through the risk recognition. The risk recognition only can discover the known risk (for example: In the known project organization some member ability cannot satisfy the request completely)

53、 or the known unknown risk (known-unknown, namely "event name known", like "customer side personnel participates in dynamics being insufficient"); Before but certain risks, as a result of the project distinctive quality, not impossible to occur in it know in advance (unknown-unkn

54、own, namely unknown-unknown risk). 2.qualitative/quota risk analysis The latent risk quantity distinguishes which through the risk recognition process are very many, but these latent risks to the project the influence are various. "The risk analysis" namely through the analysis, the compar

55、ison, the appraisal and so on each way, to determined various risks the importance, sorts to the risk and appraises it to the project possible consequence, thus causes the project to implement the personnel to be possible to concentrate the main energy in the few in number main risk, thus enable the

56、 project the overall risk to be under the effective control. The risk analysis mainly may use the method includes: Risk probability/influence appraisal matrix, sensitive analysis, simulation and so on. When carries on the above analysis, mainly pays attention to following several risk factor: Risk p

57、robability: Namely the risk event occurs possible percentage expression. This numeral is, like the expert who obtains through the subjective judgment appraises, the interview or the basis before similar project historical information. Risk influence: Namely the risk has possibly the influence size w

58、hich creates to the project. This kind of influence is possibly in the time, possibly is in the cost, also is possibly other various aspects. Risk value (required value EMV): The risk value = risk probability * risk influence, is to the risk the influence most direct appraisal which creates to the p

59、roject, its overall evaluation probability with has affected two aspects the factors. 3.risks should plan the establishment The risk should lie in to the plan goal through the formulation corresponding measure, comes to be supposed to the risk the threat which possibly creates to the project.Most of

60、ten uses should to threat several measures be: The circumvention, reduces, the shift, accepts. The circumvention, namely eliminates this risk through the elimination risk origin; Reduces, namely through takes the measure to reduce "the risk probability" or "the risk influence", thus achieved reduces the risk value the result; The shift, soon the risk shifts to another side, like purchase insurance, sub package and so on; Accepts, namely doe