外文翻譯---淺談erp項(xiàng)目實(shí)施成功因素和風(fēng)險(xiǎn)管理

1、<p><b>　　外文翻譯稿</b></p><p>　　淺談ERP項(xiàng)目實(shí)施成功因素和風(fēng)險(xiǎn)管理</p><p>　　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(tái)。ERP 不僅僅是一個(gè)軟件,更重要的是一個(gè)管理思想,它實(shí)現(xiàn)了企業(yè)內(nèi)

2、部資源和企業(yè)相關(guān)的外部資源的整合。 </p><p>　　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(tái)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(gè)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)分級(jí)。ERP是一種以市場(chǎng)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)

3、營(yíng)過程中一切無效的勞動(dòng)和資源，實(shí)現(xiàn)信息流、物流、資金流、價(jià)值流和業(yè)務(wù)流的有機(jī)集成和提高企業(yè)競(jìng)爭(zhēng)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(tái)，集客戶、市場(chǎng)、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。</p><p>　　從臺(tái)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(shí)；重視知識(shí)資源的開發(fā)與利用；充

4、分調(diào)動(dòng)人的積極性和創(chuàng)造性；深刻認(rèn)識(shí)我國(guó)企業(yè)應(yīng)用ERP的根本目的；正確認(rèn)識(shí)ERP項(xiàng)目是一個(gè)企業(yè)管理系統(tǒng)工程；企業(yè)一定要盡快、科學(xué)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(shí)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(píng)價(jià)制；完善和提高服務(wù)商的能力

5、與水平。大量的研究與實(shí)踐充分表明，ERP在我國(guó)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(shí)。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(shí)，轉(zhuǎn)變思想觀念，增強(qiáng)自身主體意識(shí)。只有增強(qiáng)了主體意識(shí)，才能提高主體能力，才能發(fā)揮主體作用，才能確保ERP項(xiàng)目的成功。</p><p>　　參考國(guó)外的一些文獻(xiàn)資料，一個(gè)成功的ERP項(xiàng)目，往往要花費(fèi)數(shù)年時(shí)間，數(shù)千萬美元得以完成。再

6、回頭看國(guó)內(nèi)，隨著ERP懷疑論的抬頭，價(jià)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(shì)。就連ERP界的首領(lǐng)SAP也推出了Business One產(chǎn)品，價(jià)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(gè)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(duì)于國(guó)內(nèi)企業(yè)而言，已是不小的數(shù)目了。</p><p&g

7、t;　　但是，還是有不少企業(yè)懷著美麗的夢(mèng)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。而對(duì)于那些最后的幸存者，是否就可以還戟入倉，飲酒高歌呢？</p><p>　　事實(shí)上，企業(yè)在成功實(shí)施ERP項(xiàng)目后，將面對(duì)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(gè)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。</p><p>　　1998年Thomas H.D

8、avenport在哈佛商務(wù)評(píng)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(shí)也直接提出了未來企業(yè)必須面對(duì)的一個(gè)風(fēng)險(xiǎn)：將整個(gè)企業(yè)放入企業(yè)系統(tǒng)中的風(fēng)險(xiǎn)。</p><p>　　按照美國(guó)項(xiàng)目管理協(xié)會(huì)對(duì)風(fēng)險(xiǎn)的定義，“風(fēng)險(xiǎn)”是指對(duì)項(xiàng)目有利或不利的不確定因素

9、。</p><p>　　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(shí)，項(xiàng)目所要?jiǎng)?chuàng)造的產(chǎn)品或服務(wù)，以及項(xiàng)目可能涉及的范圍、時(shí)間及成本都不可能在項(xiàng)目開始時(shí)完全確定，因此，在項(xiàng)目進(jìn)行過程中也相應(yīng)會(huì)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(duì)項(xiàng)目“不利”的不確定因素。</p><p&

10、gt;　　對(duì)項(xiàng)目不利的風(fēng)險(xiǎn)存在于任何項(xiàng)目中，并往往會(huì)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，其最終體現(xiàn)為客戶滿意度的降低。因此，識(shí)別風(fēng)險(xiǎn)、評(píng)估風(fēng)險(xiǎn)并采取措施應(yīng)對(duì)風(fēng)險(xiǎn)即風(fēng)險(xiǎn)管理對(duì)項(xiàng)目管理具有十分重要的意義。</p><p>　　一．風(fēng)險(xiǎn)管理的具體內(nèi)容 </p><p

11、>　　項(xiàng)目風(fēng)險(xiǎn)管理主要分為以下幾個(gè)步驟：風(fēng)險(xiǎn)識(shí)別、定性/定量風(fēng)險(xiǎn)分析、風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃編制及風(fēng)險(xiǎn)監(jiān)控。</p><p><b>　　1.風(fēng)險(xiǎn)識(shí)別　  </b></p><p>　　風(fēng)險(xiǎn)識(shí)別，是指識(shí)別并記錄可能對(duì)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(shí)別也貫穿于整個(gè)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(shí)別不是

12、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(shí)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。  </p><p>　　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(shí)別來進(jìn)行管理。風(fēng)險(xiǎn)識(shí)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

13、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))。</p><p>　　2.定性/定量風(fēng)險(xiǎn)分析  　　通過風(fēng)險(xiǎn)識(shí)別過程所識(shí)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(duì)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(píng)估等各種方式，對(duì)確定各風(fēng)險(xiǎn)的重要性，對(duì)風(fēng)險(xiǎn)排序并評(píng)估其對(duì)項(xiàng)目可能后果，從而使項(xiàng)目實(shí)施

14、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(píng)估矩陣、敏感性分析、模擬等。在進(jìn)行上述分析時(shí)，主要關(guān)注以下幾個(gè)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(gè)數(shù)字是通過主觀判斷而獲得的，如專家評(píng)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(duì)項(xiàng)

15、目造成的影響大小。這種影響可能是時(shí)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×風(fēng)險(xiǎn)影響，是對(duì)風(fēng)險(xiǎn)對(duì)項(xiàng)目造成的影響的最直接評(píng)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(duì)計(jì)劃編制  　　風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃的目的在于通過制定相應(yīng)的措施，來應(yīng)對(duì)風(fēng)險(xiǎn)對(duì)項(xiàng)目可能造成的威脅。最常采用的應(yīng)對(duì)威脅的幾種措施是：規(guī)避、減

16、輕、轉(zhuǎn)移、接受。</p><p>　　實(shí)施信息化，企業(yè)就要面對(duì)巨大風(fēng)險(xiǎn)，有時(shí)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(duì)風(fēng)險(xiǎn)時(shí)的經(jīng)驗(yàn)與大眾共享，相信信息化的失敗率

17、絕對(duì)要比現(xiàn)在少得多。</p><p><b>　　外文原稿</b></p><p>　　Discussing about the successful factors of</p><p>　　ERP projects implementation and the risk management</p><p>　　Th

18、e primary functions of Enterprise Resource Planning (ERP) are to integrate the inter-departmental operation procedures and Management Information System (MIS) modules, and to reallocate the resources of a company. How to

19、 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

20、 suppliers and contract negotiation during the ERP impleme</p><p>　　Lessons learned from the case study in discussed seven issues are valuable for a construction company in deciding to implement an ERP syste

21、m. This study suggests that additional case studies are necessary for the successful application of ERP systems in the construction industry. ERP implementation is a 'Triple Play' that combines people, technology

22、, and processes. It embodies a complex implementation process, especially in developing countries like China, often taking several years, huge amount</p><p>　　The effectiveness of the implementation of enter

23、prise 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 manufac

24、turers and downstream customers. The study first establishes a modified service quality gap model incorporating: (i) the downstream customers' expectations and perceptions, and (ii) the upstream manufacturers' pe

25、rceptions of the cus</p><p>　　Actually, ERP is widely used in many fields, from public sectors to individual business. Recently, service organizations have invested considerable resources in the implementati

26、on of Enterprise Resource Planning (ERP) systems, even using solutions initially targeted for manufacturing companies. To get an insight into how services approach help ERP implementation, a review of ERP projects, espec

27、ially in services, completed by six case studies has been undertaken. We identify and discuss some char</p><p>　　Refers to the overseas some literature material, a successful ERP project, often needs to spen

28、d 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 supplier's product,

29、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</p><p>　　But, so

30、me 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 halb

31、erd be also put in storage, drinks wine to sing loudly? In fact, the enterprise implements the ERP project after the success will face implements a bigger risk. In future five to ten years in, some solid ERP risk managem

32、ent mechanism had decided whether the enterprise can </p><p>　　The project is "for completes the disposable endeavor which some unique product or the service station do", the project "the dist

33、inctive quality" had decided the project not impossible was by with the before identical way, simultaneously, the project which completed by and the before identical person must create the product or the service, as

34、 well as the project possibly involved the scope, the time and the cost all not impossible started when the project completely to determine, therefore, carr</p><p>　?、?Risk management concrete content 　　&l

35、t;/p><p>　　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.

36、　　</p><p>　　1.risk recognitions　 </p><p>　　The risk recognition, is refers distinguishes and records possibly has the adverse effect to the project the factor. Because the project is in devel

37、ops 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

38、disposable work, but need more systems, crosswise thought. Possesses nearly about the project plan and the information all possibly </p><p>　　2.qualitative/quota risk analysis 　　</p><p>　　The

39、 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, th

40、e comparison, 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

41、 possible to concentrate the main energy in the few in number main </p><p>　　The risk analysis mainly may use the method includes: Risk probability/influence appraisal matrix, sensitive analysis, simulation

42、and so on. When carries on the above analysis, mainly pays attention to following several risk factor: 　　</p><p>　　Risk probability: Namely the risk event occurs possible percentage expression. This numera

43、l is, like the expert who obtains through the subjective judgment appraises, the interview or the basis before similar project historical information. 　　</p><p>　　Risk influence: Namely the risk has possib

44、ly the influence size which creates to the project. This kind of influence is possibly in the time, possibly is in the cost, also is possibly other various aspects. 　　</p><p>　　Risk value (required value E

45、MV): The risk value = risk probability * risk influence, is to the risk the influence most direct appraisal which creates to the project, its overall evaluation probability with has affected two aspects the factors. 　　

46、</p><p>　　3.risks should plan the establishment 　　</p><p>　　The risk should lie in to the plan goal through the formulation corresponding measure, comes to be supposed to the risk the threat

47、which possibly creates to the project.Most often uses should to threat several measures be: The circumvention, reduces, the shift, accepts. 　　</p><p>　　The circumvention, namely eliminates this risk throug

48、h the elimination risk origin; 　　</p><p>　　Reduces, namely through takes the measure to reduce "the risk probability" or "the risk influence", thus achieved reduces the risk value the r

49、esult; 　　</p><p>　　The shift, soon the risk shifts to another side, like purchase insurance, sub package and so on; </p><p>　　Accepts, namely does not take the measure to this risk, accepts res

50、ult which it creates, or occurs after this risk uses the contingency plan to carry on processing again. 　　Selects what method to come specifically to be supposed to some risk, is decided in this risk value (EMV), plans

51、 to adopt should to the measure possible cost, the project management personnel treat the risk the manner (utility function) the type and so on various aspects, cannot be generally spoken. 　　</p><p>　　The

52、risk should be aims at the risk to the plan which distinguishes to carry on; Regarding the unknown risk, not impossible to choose in advance the formulation corresponding to be supposed to plan or the contingency plan, t

53、herefore, may stockpile using the management should be right. 　　</p><p>　　4.risk monitoring 　</p><p>　　The risk monitoring mainly includes following several aspects the duty:　 　　</p>

54、;<p>　　1) Carrying on in the process in the project to track has distinguished the risk, the monitoring remaining risk and distinguishes the new risk: Along with the project implementation as well as the risk sho

55、uld to the measure execution, each kind the influence factor be in the process to the project which changes unceasingly, therefore, needs in the entire project process, the time surveillance risk development and the chan

56、ge situation, determined follows the new risk which certain risks vanishin</p><p>　　2) Guaranteed the risk should to the plan execution and appraised the risk should to plan carry out the effect. The apprai

57、sal method may be the project cycle (stage) the natural review, the achievements appraisal and so on. 　　</p><p>　　3) "accepts" to the sharp-edged risk the risk takes the suitable flexible measure

58、. 　　Through the risk monitoring process, the project personnel renews the project risk tabulation continually, and through the repetition above various steps guaranteed the project risk is at the controlled condition t

59、hroughout. 　　</p><p>　?、?ERP project implementation risk management 　　</p><p>　　The different type project has the different type risk. The ERP project implementation risk has its particular

60、ity similarly. The following gives a briefing to in the ERP project implementation process risk management measure, the single opinion, only supplies the reference. 　　</p><p>　　1.ERP project implementatio

61、n main risk and should to the measure 　　</p><p>　　As mentioned above, "possesses nearly about the project plan and the information all possibly takes the risk recognition the basis, like project progr

62、ess and cost plan, work decomposition structure, project organizational structure, project scope, similar project historical information and so on." In the ERP project risk recognition process, may take the project

63、plan as the clue, the recognition project in various aspects risk. 　　In the implementation process, should pay attention to following</p><p>　　1)project scope risk 　　</p><p>　　The project p

64、urchase management usually has three contract ways, namely: The solid fixed price or the total price contract, the cost reimburse (add reward) the contract, the unit price contract. The usual uncertainty is bigger, a ris

65、k bigger project, more tends to in using depends on after the contract way. This also is overseas and the domestic part ERP supplier uses in the implementation service according to the human day provides serves and charg

66、es the fee the reason. But selects this method,</p><p>　　Therefore, in the ERP project contract, should make as far as possible the clear limits to the project implementation scope, cuts cannot pause in &quo

67、t;the implementation finance module" perhaps "the implementation receivable, the manipulation, the general ledger management" and so on in stratification plane.</p><p>　　Rather multi-flowered

68、some time before in project implementation scope limits work, also do not have in the project implementation process, facing ERP many functions, the implementation side and the user side is unyielding, or the forced conc

69、essions, invests a bigger energy in the project, but causes the project not to be able to complete on time. 　　</p><p>　　2)project progress risk 　　</p><p>　　About the ERP project implementat

70、ion cycle, at present has emphasizes "fast" the tendency in the propaganda. But ERP project progress control certainly not easy matter, not only is decided by consultant firm's ability, simultaneously also

71、to a great extent receives the customer side to the ERP expected value whether reasonable, to the scope controls whether effective, to project investment (including personnel time investment and fund and so on investment

72、) whether enough and so on aspect influen</p><p>　　Provides elder brother Shan Shitong by the divine land numerical code who the ERP system and is responsible to implement the metal, in a short time makes so

73、mething a matter of political line successfully, one of reasons is easy to fly the ERP implementation group integrity mature to induct the mechanism and consultant personnel's remarkable quality, smoothly has assiste

74、d the world effectively with the metal political line work. Starts from the political line then to have special consultant to be</p><p>　　But in the actual operation, by no means all users all have this kind

75、 of understanding and the approval to the ERP implementation, therefore, in project progress plan time, constantly when project progress plan strives for quickly, even is pursues some to have the special significance dat

76、e sedulously to take the project milestone, will create the very tremendous pressure to the project progress control. 　　In fact, the very many project defeat, is precisely is attributed to the project progress</p>

77、;<p>　　3) project human resources risk 　　</p><p>　　The human resources are in the ERP project implementation process the most essential resources. Guaranteed the appropriate person, participates in

78、the project by the enough energy, is the project success implementation basic guarantee. 　　</p><p>　　In the ERP project implementation has each kind of role, should have the quality to each kind of role, w

79、e no longer give unnecessary detail in this. Must reduce the project the human resources risk, must guarantee enters and undertakes role each kind of project to the project in to do is the human satisfies the project req

80、uest. Therefore, implements both sides to be supposed to participate in the personnel carrying on the earnest appraisal, this kind of appraisal should be the bilateral surface,</p><p>　　4) The risk that peop

81、le don't understand ERP correctly 　　</p><p>　　Some enterprises regard as ERP the business management the panacea, thought since ERP "the function is formidable", so long as on ERP, enterprise&#

82、39;s all questions have then been easily solved, or thought enterprise's all flows all may integrate to ERP in; Also some people simple regard as ERP the current service flow the computerization. 　　</p><

83、p>　　Must guard against or reduce this kind of risk, needs to carry on massive training to the user: The ERP origin, the ERP function, implements ERP goal and expectation and so on, "ERP cannot meet my need in the

84、 user productions and expect" as far as possible in front of this idea, lets the user know "the present stage to the ERP reasonable demand expectation is any". 　　</p><p>　　2.ERP project imp

85、lementation risk monitoring 　　</p><p>　　May take following measure to carry on the monitoring to in the ERP project implementation risk, prevented endangers the project success or failure the risk occurren

86、ce. 　　</p><p>　　1) Establishes and the prompt renewal project risk tabulation and risk sorting. The project management personnel should as necessary pay attention to and the essential risk correlation fact

87、or change situation, decided promptly when, uses what kind of risk to be supposed to the measure. 　　</p><p>　　2) the risk should to audit: Pays attention to the risk to be supposed as necessary to the meas

88、ure (circumvention, to reduce the effect which, shift) implements, carries on the appraisal to the remaining risk. 　　</p><p>　　3) establishes the report mechanism, the question which has the project in ref

89、lects promptly to project manager or the project management level. 　　</p><p>　　4) convenes the project to do is regularly the human holds the project conference, carries on the appraisal to the risk condit

90、ion, and discovers the new risk through all quarters facing the project implementation response. 　　</p><p>　　5) renews the correlation database like risk recognition check table, will favor the next simila

91、r project the implementation. 　　</p><p>　　6) Introduces the third party consultation, regularly carries on the quality testing to the project, guards against the big risk. </p><p>　　The im

92、plementation informational, the enterprise needs to face the huge risk, sometimes even has handed over own life and death in the informational. But if does not implement the informational, the enterprise needs to travel

93、together surmounted, then annihilation in globalization tide, this is each enterprise all is not willing to see.</p><p>　　All in all, ERP's best hope for demonstrating value is as a sort of battering ram

94、 for improving the way your company takes a customer order and processes it into an invoice and revenue-otherwise known as the order fulfillment process. That is why ERP is often referred to as back-office software. It d

95、oesn't handle the up-front selling process (although most ERP vendors have recently developed CRM software to do this); rather, ERP takes a customer order and provides a software road map for automat</p><p

96、>　　If our enterprise, the manufacturer can more enlightened, discard that so-called point of honor, shares them facing the risk time experience and the populace, the trust informational failure rate must be much less