外文翻译---ERP项目实施成功因素和风险管理
ERP项目实施风险及如何规避
ERP项目实施风险及如何规避随着企业管理需求的提升和信息化程度的加深,越来越多的企业选择实施企业资源计划(ERP)系统,以实现企业各个功能部门的集中协同管理和决策支持。
然而,ERP项目实施过程中存在着一定的风险,需要采取相应的措施进行规避。
本文将从不同方面探讨ERP项目实施的风险及规避措施。
1.技术风险:1.1系统集成风险:ERP系统需要与企业现有的IT系统进行集成,这可能涉及到各种不同的平台、数据库、版本等技术要素,导致集成问题和数据交换缺失。
为了规避这一风险,可以采取在项目初期进行充分的系统调研和准备工作,确保系统的兼容性和集成性。
1.2数据迁移风险:ERP系统实施需要将现有系统的数据迁移到新系统中,这可能面临数据丢失、数据错误、数据不一致等问题。
为了规避这一风险,可以进行充分的数据清洗和备份工作,同时建立数据迁移方案和恢复机制。
2.组织风险:2.1业务流程重组风险:ERP系统实施需要对企业的业务流程进行重新设计和调整,这可能涉及到组织结构、职责划分、工作流程等方面的问题。
为了规避这一风险,可以在项目前期进行充分的业务分析,确定合理的业务流程,同时进行组织内部的培训和沟通,确保各个部门的配合和协同。
2.2变革管理风险:ERP系统实施将带来企业内部的重大变革,可能引发员工的不适应和阻力,导致项目的推进困难和效果不佳。
为了规避这一风险,可以在项目开始前进行充分的变革管理工作,包括明确项目目标和利益、制定培训计划和沟通方案、建立激励机制等。
3.管理风险:3.1项目管理风险:ERP项目的成功与否与项目管理的能力和经验直接相关。
缺乏项目管理经验和能力可能导致项目目标定义不清、计划执行不力、资源调配不当等问题。
为了规避这一风险,可以聘请有经验的项目经理进行项目管理,建立合理的项目管理流程和制度,确保项目的顺利推进和达到预期目标。
3.2资源投入风险:ERP项目需要投入大量的人力、物力和财力资源,这可能导致项目成本超支、资源浪费等问题。
我国企业实施ERP项目的外部风险分析
我国企业实施ERP项目的外部风险分析(作者:___________单位: ___________邮编: ___________)[摘要]企业成功实施ERP项目,将会为企业带来巨大的综合效益,但在ERP实施的过程中,企业也会同样面临着巨大的失败风险。
到目前为止,虽然我国许多企业都在积极尝试和已经实施ERP项目,但成功率却极低。
因此,只有充分认识ERP实施过程中企业所面临的各种风险,进而正确地估计和控制风险,从而降低风险,才能提高ERP成功实施的概率。
本文较详细地剖析了企业在实施ERP过程中所面临的各种外部风险,这些分析将会为企业成功实施ERP项目提供有益的帮助。
[关键词]ERP项目;实施;外部风险分析一、引言ERP(Enterprise Resource Planning,企业资源计划)是一种基于计算机信息管理系统的现代企业管理模式,它致力于企业管理的各个活动环节中,充分利用现代信息技术建立信息网络系统,对企业经营管理活动中的物流、信息流、资金流、工作流加以集成和综合,实现资源的优化配置,加快对市场的反应速度,从而提高企业管理的效率和水平,并最终提高企业的经济效益和竞争能力。
近十几年来,很多发达国家的企业都在原有的MRP/MRPⅡ系统的基础上采用了这一管理模式,取得了很好的效果。
我国企业从改革开放以来也在不断地寻求提高企业管理水平的方法和工具,其中采用MRPⅡ和ERP管理系统是一个很重要的途径。
特别是随着我国市场经济体制的逐步建立和加入WTO,我国各行各业均面临着愈加激烈的国内外竞争。
这更突出了企业通过利用信息技术和企业管理信息化来增强竞争力的紧迫性。
很多企业已经在这方面进行了探索和实践.但是。
到目前为止,ERP在我国实施的成功率并不是很高,在所有的ERP系统实施项目中,一般只有10%~20%能按期、按照预算成功实施,实现系统集成;约有30%-40%没有实现系统集成或只实现部分集成;约50%的实施项目遭到失败。
实施erp风险管理的四个步骤
实施ERP风险管理的四个步骤步骤一:确定风险管理的目标和范围在实施ERP(Enterprise Resource Planning)风险管理之前,首先需要明确风险管理的目标和范围。
确定目标和范围可以帮助组织明确所需的风险管理策略和方法,并确保实施过程能够顺利进行。
目标确定在确定风险管理的目标时,需要考虑组织的整体战略和目标。
例如,ERP风险管理的目标可能包括提高系统的安全性、减少数据丢失的风险、降低项目延期的风险等。
范围确定确定风险管理的范围是为了明确需要进行风险管理的系统或部门。
在确定范围时,需要考虑到影响到企业整体运作的关键系统或关键业务部门。
同时,还需要考虑到可行性和资源限制等因素。
在确定目标和范围的过程中,建议召集相关部门和专家进行讨论和评估,以确保目标和范围的准确性和全面性。
步骤二:风险识别和评估风险识别和评估是ERP风险管理的核心步骤之一,通过识别和评估各种潜在风险,可以帮助组织了解现有和潜在的风险,并制定相应的风险应对措施。
风险识别风险识别是指对可能影响ERP实施的各种风险进行识别和分类。
这些风险可能包括技术风险(如系统故障、数据丢失等)、组织风险(如员工拒绝接受新系统、流程变更导致的问题等)、供应商风险(如供应商无法按时交付、供应商解散等)等。
在风险识别过程中,可以采用头脑风暴、问卷调查、专家访谈等方法来收集和整理相关信息。
风险评估风险评估是对已识别的风险进行定性和定量评估的过程。
定性评估可以通过定义风险的概率和影响程度来对风险进行描述,定量评估可以使用风险评估矩阵或数值模型等方法来对风险进行量化评估。
在风险评估过程中,需要基于可用的数据和信息进行评估,并对风险进行优先级排序,以确定哪些风险需要优先处理。
步骤三:制定风险应对策略和计划制定风险应对策略和计划是为了应对已识别和评估的风险,并降低风险对ERP 实施的影响。
风险应对策略根据已识别和评估的风险,制定适当的风险应对策略。
常见的风险应对策略包括风险规避、风险传递、风险减轻和风险接受等。
毕业论文外文文献翻译ERP项目实施成功因素和风险管理
毕业设计(论文)外文文献翻译文献、资料中文题目:ERP项目实施成功因素和风险管理文献、资料英文题目:文献、资料来源:文献、资料发表(出版)日期:院(部):专业:班级:姓名:学号:指导教师:翻译日期: 2017.02.14科技外文文献Discussing about the successful factors ofERP projects implementation and the risk managementRefers 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 supplier'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 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.But, 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 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 management mechanism had decided whether the enterprise can obtain benefits truly in the initial ERP investment. In 1998 Thomas H.Davenport has published named "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 enterprisepositive and negative directs the sound. 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 disadvantageous 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 which 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 corresponding 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 advancement 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 cancel 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.Ⅰ Risk management concrete contentThe 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.。
ERP系统实施管理与项目实施方案
ERP系统实施管理与项目实施方案概述:ERP (Enterprise Resource Planning)系统实施是一项庞大而复杂的任务,涉及到企业内部各个方面的管理与运营。
本文将探讨ERP系统的实施管理和项目实施方案,以确保项目的顺利进行和成功实施。
第一部分: ERP系统实施管理1. 项目组织与领导在ERP系统实施过程中,一个高效的项目组织是必不可少的。
项目管理人员应该合理安排项目组织结构,明确每个成员的角色和职责。
此外,项目经理要具备良好的领导能力,能够有效协调各个部门和团队,确保项目的顺利进行。
2. 沟通与协调良好的沟通和协调是ERP系统实施成功的关键。
项目团队应建立起一个开放、透明和高效的沟通渠道,及时传递信息并解决问题。
此外,项目管理人员应定期组织会议,以便及时了解项目进展,并协调相关部门之间的工作。
3. 需求分析与规划在ERP系统实施之前,进行全面的需求分析是非常重要的。
项目团队需要与各个部门密切合作,明确企业业务流程、要求和目标。
在此基础上,制定详细的实施规划,确保ERP系统能够满足企业的需求。
4. 数据管理与迁移ERP系统实施过程中,数据管理和迁移是一个重要的环节。
项目团队需要对现有数据进行评估和清洗,确保数据的准确性和完整性。
此外,制定数据迁移策略和计划,将数据从旧系统迁移到新的ERP系统中,确保数据的平稳过渡和无缝连接。
第二部分: 项目实施方案1. 项目范围与目标明确项目的范围和目标,是一个成功项目实施的基础。
项目团队应与企业高层和各个部门进行充分的沟通,确保达成一致的项目范围和目标。
此外,制定清晰的项目计划和时间表,以确保项目能够按时交付。
2. 人员培训与支持ERP系统的成功实施还需要员工的积极参与和支持。
项目团队应制定详细的培训计划,为员工提供必要的培训和支持。
此外,在系统实施后,项目团队应设立专门的支持团队,及时解决员工在使用过程中的问题和困惑。
3. 风险管理与控制在ERP系统实施过程中,风险管理和控制至关重要。
对ERP实施项目管理
对ERP实施项目管理简介ERP(Enterprise Resource Planning)即企业资源计划,是指采用计算机技术来整合企业所有资源和信息,实现资源优化配置和业务流程再造的管理系统。
ERP实施项目管理是指在企业引入ERP系统时,对项目进行规划、组织、执行和控制,确保ERP系统能够顺利实施并达到预期效果的管理活动。
本文将从项目管理的角度出发,探讨ERP实施项目管理需要注意的重要要素。
项目规划阶段ERP实施项目管理的第一步是项目规划阶段。
在这一阶段,项目经理和团队需要明确项目的目标、范围、资源、时间和质量等方面的要求,制定项目计划并获得相关人员的批准。
以下是项目规划阶段的重要步骤:1. 确定项目目标在项目规划阶段,明确项目目标是至关重要的。
项目团队需要与组织的管理层进行充分的沟通,了解他们对ERP实施项目的期望和要求,确保项目目标与组织的战略目标保持一致。
2. 定义项目范围项目范围的定义是项目规划阶段的重要任务之一。
项目团队需要明确确定ERP系统的功能和模块,以及与其他系统的接口和集成要求。
通过明确项目范围,可以避免项目范围蔓延和需求变更带来的风险。
3. 确定项目资源ERP实施项目需要充足的资源支持。
在项目规划阶段,项目团队需要明确确定项目所需的人力、物力、财力和技术支持等资源,以确保项目能够按计划进行。
4. 制定项目计划项目计划是项目规划阶段的核心成果之一。
项目经理和团队需要基于项目目标、范围、资源和时间等方面的考虑,制定详细的项目计划。
项目计划应包括任务分解、工期估算、资源分配、里程碑安排等内容。
项目执行阶段项目规划阶段完成后,ERP实施项目进入项目执行阶段。
在项目执行阶段,项目团队将按照项目计划逐步实施ERP系统。
以下是项目执行阶段的重要步骤:1. 项目组织管理在项目执行阶段,项目团队需要建立起有效的组织结构和沟通机制。
项目经理应明确团队成员的角色和职责,并确保各个团队成员能够充分发挥自己的专长,协作高效地完成项目工作。
企业实施ERP项目的风险及应对措施
企业实施ERP项目的风险及应对措施ERP(ENTERPRISE RESOURCE PIAN.NING)企业资源划系统,是以系统化的管理思想,以财务管理为核心,集物流、资流和信息流为一体,支撑企业精细化管理和规范化运作的管理信系统。
全面的实施ERP系统,可以提高业务水平,优化业务流程。
RP作为一种先进的、适合现代竞争环境的和管理哲理的管理理念方法,是帮助企业走向成功的最为有力的武器。
但是ERP在引进国的20年里,据不完全统计,国内企业ERP用户中实施失败率达70%。
有些企业在实施中或者失败,或者项目不了了之,或者施后没见到显著的效果,形成了骑虎难下的局面。
对于ERP这国货,是什么原因造成ERP在国内水土不服?又有何措施才能改变状能得以发展?一、企业实施ERP需要考虑的问题第一,ERP实施期长,保障充足的时间、人、财、物成为关键。
RP从立项到真正产生效益需要漫长的时间。
在实施期间内,只要RP系统运行未经考验确认正确,企业的业务就必须保持新老两套统并行运行,即所有相关人员既要跟随老系统运转、完成原有任,又要按照新的ERP系统要求、作好新的工作。
而且ERP上线并表示成功,上线以后通常先要经历一年左右的调整磨合期,其后,要不断紧随企业业务变化,及时对ERP系统相应的部分进行调或修改。
具有关研究表明,国外信息化较成熟的项目,也要在六七后才能慢慢见效益。
世界著名的雀巢美国分公司实施了世界第一牌SAP公司的ERP软件,可谓“强强结合”,足足用了6年时间基本能够运行。
企业在实施ERP过程中,不仅要支付百万甚至千元的软件费,还支付顾问费、硬件费、维修支持、调研、培训等费。
因此要充分考虑到如何融资以及潜在的风险。
第二,充分考虑系统软件的需求。
ERP系统并不是任何情况下必选。
不要因为ERP是时髦的系统而去开发实施,如果有的企业有的系统已满足要求时,就不一定马上要实施ERP。
如果企业决实施ERP,以软件为载体,要注意软监视系统的,任何一处改动都可能影响到该软件的其他部分,除非这个改动在软件编写前已经虑到并做了相应设计。
影响ERP项目实施成功的因素
影响ERP项目实施成功的因素一、前言在信息技术高速发展的今日,越来越多的企业熟悉到信息化工作的重要性,开头着手选择ERP软件,进行企业的信息化建设工作。
应当说企业的打算是务实的,然而从以往诸多ERP软件项目实施的结果来看,成功率却特别低,对提高企业管理水平的效果并不显著,也没有为企业带来显著的效益。
结合本公司多年从事ERP软件项目实施的经验,通过对参与实施的主体进行分析,影响ERP软件实施成功的因素主要有企业方面的原因及ERP软件实施单位的原因。
二、企业方面的因素企业是ERP系统的直接使用者,其参与程度、对系统实施工作的重视程度等在很大程度上打算着项目实施的成败。
因此,由于来自企业方面的因素使ERP项目实施失败的因素也就比较多。
1、基础数据薄弱基础数据是各类信息系统运行的基础,ERP系统也不例外。
基础数据的完整性及精确性是ERP系统实施成败的关键。
而企业在进行ERP软件实施时最薄弱的也是基础数据方面。
建立起系统所必需的基础数据是项目实施的重要组成部分。
系统软件一般供应了组织和维护基础数据的功能模块,但企业在组织人员进行数据预备时却往往由于与其它工作冲突为由不太重视该项工作的开展,没有了基础数据的ERP系统很难在企业里真正使用起来。
2、对编码工作的熟悉不足在ERP项目实施初期即基础数据预备阶段,信息编码这项基础工作最为复杂,其复杂程度远远超过ERP软件供应商的想象。
很多软件的应用并不是软件本身的问题,也不是用户不想应用,而是很多基础数据不能正确收集,其中编码是最大的问题,如在物资库存管理中,收发存并不复杂,其应用成功的关键就是物资编码和供应商编码工作能否做好,很多企业设备到位了软件安装了,但一投入运行,则发觉编码问题难以解决,面对几万、甚至几十万条物资信息需要编码就束手无策,最终很难谈上应用效果,再扩大到整个企业其难度可想而知。
3、企业参与实施的人员因素在ERP项目实施过程中,一般要进行项目试运行,在试运行时,要求操作员要保证手工和机器工作的并行,这无疑会增加操作员的工作量。
ERP实施风险分析及管理translate(副本)
ERP实施风险分析及管理(重庆大学工业工程系 400044)摘要:企业实施ERP(Enterprise Resource Planning),就是利用信息技术,改造传统业务经营模式,加强企业内部管理,整合企业资源,从而实现企业经营成本减少,市场竞争力提高的有效方法和途径。
然而在我国,企业实施ERP是一项周期长、投资大、风险高的项目。
本文首先从企业内、外部环境两方面,系统地分析了ERP的实施风险,建立了ERP系统实施风险评价指标体系;其次,着重对内部风险进行了深入分析,将其细分为:管理风险、技术风险、项目实施风险和系统运行风险,基本确定了风险源,对各风险因素发生的可能性及发生后对项目的影响程度进行了评估;最后,论文提出了风险规避的方法和防范的措施,提供了一套科学、有效的项目风险管理机制。
关键词:企业资源计划(ERP)风险分析管理0 引言随着全球经济一体化进程的加速,企业资源计划(ERP)日益成为众多企业首选的管理模式。
然而,ERP项目实施投资大、周期长、见效慢,在实施的过程中孕育着巨大风险,此外,国内ERP系统实施往往缺乏充分的项目准备和有效的实施方法,尤其是对风险评估和管理认识不足,存在很大的盲目性和随意性,更是加大了ERP实施的风险。
Along with accelerated process of global economy conbination , ERP has become the first choice of management model for many enterprises .However, ERP implement is a large- investment ,long-lifecycle ,high-risk project, which has extraordinary risks in the process of implement .In addition ,in China ERP implement is usually lack of full preparation and effective method ,especially in short of the understand in risk evaluation and risk management ,which leads to much blindness and random. All of these factors increase the risks of ERP implement.1 风险管理概述1 summary of risk management广义风险管理由风险的预测、识别、评估、分析、处置等环节组成,并通过计划、组织、指导、控制等过程,综合运用各种科学方法来实现其目标。
中小企业采用ERP的关键成功因素排序 外文翻译
Prioritizing and Ranking Critical Success Factors forERPAdoption in SMEsVijayakumar Bharathi , Omkarprasad Vaidya and Shrikant ParikhIndian Institute of Management (IIM)The Enterprise Resource Planning (ERP) Adoption by Small and Medium Enterprises (SMEs) has invoked immense interest in the research community.Though ERP is believed as a key technology enabler and an effective management tool for organizations, the SMEs are faced with cost, resource and time limitations to adopt ERP into their business. Hence it is important to identify certain critical success factors that could be referred by SMEs to gain confidence in adopting ERP. The existing literature was explored and thirty Critical Success Factors (CSFs were identified for SMEs. The ERP adoption journey involves five sequential decision stages/phases namely planning,acquisition, implementation, usage and percolation and extension. We propose a framework to prioritize and rank CSFs using analytical hierarchy process(AHP) one of the widely accepted multi-criteria decision makingmethod(MCDM).keywords: ERP Adoption, MCDM, AHP, Critical Success Factors (CSFs),SMEs, Analytical Hierarchy Process1. IntroductionEnterprise Resource Planning (ERP) primarily means the integration of core processes in a set of given business functions of an organization like accounting,production, inventory, sales and distribution, human resource management, service and maintenance, logistics etc. ERP systems are software solutions for business managers that provide seamless integration of business functions also known as modules within an organization in a consistently visible manner. From its evolution as a mere inventory control package in the 1960s ERP today has been accepted as a driver of operational efficiency and growth of business (Pasha, 2007). ERP systems are always looked upon as large and complex systems and often called for fundamental changes in the current working of an organization.The foundation of the organizational core processes are re-laid during the process of an ERP implementation which affects the reporting and decision-making processes (Holsapple and Sena, 2005). Organizations that implement ERP expect productivity improvements, competitive advantage and meeting customer demands as key business drivers (Scott and Shepherd, 2002). Many ERP systems have failed during implementation or have resulted in forced abandonment due to the cost and time over-runs rendering an irreparable loss to the organizations (Davenport 1998). Evenlarge corporations have resulted in a complete failure to achieve the business objectives (Peterson, Gelman, Cooke, 2001).The Indian Industry, in particular, which comprises of many Small and MediumEnterprises (SMEs) in various segments or clusters are also influenced by Enterprise Resource Planning drive. However, the SMEs are constrained by size in terms of finance and business resources and they are hesitant and skeptical towards embracing information technology as a driver for growth (Dwivedy and Harigunani (2008),Misra (2009). SMEs, moreover, are limited in intellectual capital and supportivemanpower to drive the strategic IT initiatives of ERP. Hence considering these factors, ERP adoption for SMEs is a complex process.ERP Adoption is defined as an end-to-end journey of enabling an ERP workingenvironment in any SME. The journey of adoption involves five sequential, butdistinct phases namely planning, acquisition, implementation, usage and percolation and extension. These five phases are based on six different stages for adoption and system acquisition decision in the ERP system life cycle (Esteves and Pastor, 1999).The objective of this paper is to prescribe a set of Critical Success Factors (CSFs) to the Small and Medium Enterprises (SMEs) by evaluating some key decision phases for ERP adoption and then prioritize and rank relevant critical success factors in the decision phases. This will enable SMEs to take relevant decisions regarding suitability of ERP to theirbusinesses. In this study we have used Analytical Hierarchy Process (AHP), (Saaty, 1980, Vaidya and Kumar, 2006), one of the methods ofMulti-Criteria Decision Making (MCDM) for ranking and prioritizing the CSFs in each of the decision phases and the decision phases as a whole. This paper is divided into five sections. The next section discusses the relevant literature review. Section Three briefly explains Analytical Hierarchy Process as a MCDM tool. Section Four proposes the framework for prioritizing and ranking CSFs for ERP adoption by SMEs and the managerial implication on the prescribed list of CSFs and Section Five lists out the findings and future directions based on the results.2. Literature ReviewMany researchers have identified critical success factors for ERP implementation in SMEs. For instance, Esteves and Pastor (1999), proposed six different stages for adoption and system acquisition decision in the ERP system life cycle. These stages were a) Adoption decision, b) Acquisition, c) Implementation, d) Use andmaintenance, e) Evolution and f) Retirement. Oliver and Romm (1999) have alsorecommended the need for Adoption Decision. Gable and Stewart (1999)investigated certain factors in the ERP context specific to smaller organizations mainly in the implementation area. Sistach et. al. (1999) worked on a methodical approach to the acquisition of ERP solutions by SMEs. Tang and Bernroider (2003), in their preliminary empirical study of the diffusion of ERP systems in Austrian andBritish SMEs presented the work-in-progress of an international research project,wherein, they focused on the early stages of making the adoption decision, there after evaluating and selecting an ERP. Their study attempted to close some of the identified gaps in ERP research with an objective to link the results of the early stages of decision-making to implementation, usage and evolution success. Their study was restricted to the case of ERP software, but also provided insights into the potential of integrating ERP and other important applications like CRM and SCM.Laukkanen et al. (2005) investigated the relationship of enterprise size to the constraints and objectives of ERP. The survey data was based on forty fourcompanies and revealed that significant differences existed between small, medium-sized and large enterprises in the adoption of ERP system. The author found that smaller companies experience bigger knowledge constraints than their larger counterparts in ERP adoption. Niclas and Marcus (2005), in their study presented an overview on the critical success factors across different stages of ERP life cycle for SMEs. Juell-Skielse (2006) analyzed the organizational effectiveness due to adoption of ERP functions and the related CSFs. Tommaso, (2007) researched the ex-post evaluation of success factors of ERP in SMEs and found that the introduction of ERPs into SMEs cannot be on a sheer reproduction of the experiences with larger companies and represents a new challenge with significant uniqueness to be addressed. His research was specifically targeted to the SMEs, which already completed the process of adopting an ERP system. The objective was evaluation of these experiences ex-post by examining some improvement indicators associated with the ERP project. Bharathi, Parikh, (2009) in their study on building a Unified Theory on CSFs for ERP adoption in SMEs established five decision areas namely Planning, Acquisition, Implementation, Usage and Percolation and Extension include a set of 39 critical success factors which were identified based on some of the important drivers of each of these five decision areas.Doom and Milis (2009) in their survey on CSFs for ERP implementation in SMEs categorized CSFs into six categories namely vision, scope and goals, culture,communication and support; infrastructure; approach and project management. Some of their key findings amongst others were related to vision and strategic goals of the ERP implementation, senior management support, active user involvement, culture,internal communication, project approach and methodology and a proper mix of users in the project team. Snider, et. al (2009), in their case based research analysis of Canadian SMEs identified factors that differentiated between successfuland unsuccessful implementations. The practical implication of their study was that managers can better prioritize the implementation efforts and resource management if they were to identify relevant CSFs for SMEs. Some of the factors identified were operational process discipline, small internal team, project management capabilities,external end-users training, lack of formal communication etc. Upadhyay, Parijat and Pranab (2009) made a post implementation study on CSFs for ERP implementationin the Indian context which was targeted to the SMEs which had completed ERPadoption.Moreover, for quantification of CSFs researchers adopted a number of methodologies like scoring, ranking, mathematical optimization etc. to ERP Projects a summary of which is given in the following Table 1.These mathematical models may sometimes be ineffective in addressing theunquantifiable attributes prevailing in the real world and may also be difficult for managers to interpret and implement. This is because these models are developed by considering a specific scenario in an industry which may be different to the other industry. Moreover, our paper addresses the ERP adoption in Small and Medium Enterprises (SME) and hence we believe that use of MCDM can provide ease of nderstanding to the decision-maker in a SME.This study is an attempt to apply one of the widely used MCDM methods, the AHPto rank and prioritize critical success factors for ERP adoption in SMEs. Theexpected benefits of this research would be to have an understanding on the role of CSFs in each of the five decision phases of ERP adoption by SMEs. It will provide the decision maker to sequentially approach towards ERP adoption since ranking and prioritizing the CSFs and the decision phases will facilitate confident decision-making.This research enables the integration of subjective judgments aboutCSFs and decision areas with quantifiable numerical data. It also enables participation of the decision maker in learning, debating, revising and refining his decisions.3. The Analytical Hierarchy ProcessThe Analytical Hierarchy Process (AHP) was evolved by Thomas L. Saaty (Saaty,1980). It is a methodology for multi-criteria analysis for decision making that enables decision makers to develop a hierarchical structure and to evaluate a large number of selected qualitative factors in a sequential and systematic manner. It involves structuring the problem and then deriving ratio scales to integrate the perceptions and purposes into a synthesis. Based on the hierarchical model, the AHP provides a method to assign numerical values to judgments which are subjective in nature based on their relative significance. Usually AHP follows a decomposition approach by breaking the total problem into sub-segments in such a manner that each of these sub-segments can be analyzed appropriately in relation to the total problem.The goal of this type of decomposition of the total problem into multiple levels is to facilitate pair-wise comparison of all the elements at each level and further be able to establish a relationship with its previous upper level. The Saaty’s scale gives theintensity of significance and their justification. Some researchers have used AHP in ranking Information Systems selection. Schniederjans and Wilson (1991) used AHP to determine the relative weights of attributes along with goal programming for IS selection. Teltumbde (2000) proposed a framework along with Nominal Group Technique to ERP system evaluation. His study focused on some common criteria for ERP evaluation. Vijayakumar, Suresh, Subramanaya (2010) conducted a survey based on AHP to understand the criticalities of factors affecting ERP Implementation.Taking the AHP methodology as a foundation, this paper attempts to prioritize a set of selected CSFs in each of the decision phases of ERP Adoption by SMEs. AHP methodology is applied on each of the CSFs on the basis of priority value obtained from the Saaty’s Scale. Consequently,this methodology is repeated for the decision phases as well. AHP provides a way of assigning numerical values to subjective judgments on the relative importance of each element and then to synthesize the judgments to obtain which elements have the highest priority. While fixing the intensity of significance both odd number (1, 3, 5…) and even number (2, 4…)values were assigned. For arriving at the weighted averages only spreadsheets (Excel) was used considering the limited number of qualitative factors and comparable pairs, although software like Expert Choice and Super Decision are available to the researchers. The computational details were obtained from Saaty(1980).The advantages of using AHP in multi criteria decision making scenarios involves simplification of a complex problem into simple pair-wise comparisons, and construction of a hierarchy of goals, criteria and alternatives. It is very useful in complex decision-making. However, care should be taken in deciding the length of the process, which increases with the number of levels and number of pair-wise decisions and hence, the complexity as a whole.4. The FrameworkWe identified several critical success factors that could be useful for SMEs. These CSFs were then grouped into five different ERP decision phases. These ERP phases were identified as a) Planning, b) Acquisition, c) Implementation, d) Usage and Percolation and e) Extension. In the following section we explain these phases. The ranking and prioritization is explained by using AHP. The ERP Adoption Model and the CSFs are given below in figure 1.We now briefly explain the considered Decision Phases (stages) and their relevant CSFs.Planning (PLG)In planning some of the factors that trigger decisions include the current status of business processes in core functional areas and their integration. Some critical considerations are, current status of information flow efficiency, scope of ERP to cover mission criticalprocesses, organizational maturity with regard to ERP readiness, and expectations of process owners’ from a functional and technological perspective, time taken to go live with ERP and the budgetary requirements and financing pattern for the project.The success of planning decisions depends upon understanding the factors that bridge the gap between current and desired states of business. These decisions determine the seriousness of the planning phase for whicha set of five critical success factors are identified. They are●Goal and Scope of ERP (GS) relate to internal and externalbusiness environment for the SME, status of certain core andcustomer centricbusiness processes, information flow efficiency and the coverage ofbusiness functions considered for integration.●Proprietor/Partners’ Commitment (PPC) defines owner’sunderstanding on the significance of information systems as astrategic enabler for driving growth and expansion.●Culture and Change Receptiveness (CCR) defines the unit’s age,organization’s cultural understanding and the receptiveness toaccommodate and appreciate change.●Vision and Growth (VG) defines the owner’s passion in thebusiness andtheir trust about information systems as an enabler of realizing the vision in the long run.●Project Planning and Scheduling (PPS) explains the expected timehorizon for ERP implementation at the SME given the constraintsof cost and time.It also relates to the budgetary requirementsfor the project and selection of the most viable financingpattern. The pair-wise comparisons of these CSFs are shown inTable 2.The analysis of the critical success factors in planning show that proprietor/partners’commitment is ranked as most important over the other factors.Acquisition (ACQ)The factors in this phase relate to the challenging task of finalizing the right solution for the business which is expected to realize the SME’s future growth and expansion initiatives. The factors include current status of Information Technology (IT)compatibility, availability of industry specific ERP product vendors and their experience, scope of support before, during and after implementation, the available ERP delivery models and their standings, successful product implementation in the peer group, requirement and role of an external consultant, guidance and support from SME cluster/industry association and costs (both explicit and hidden) associated with the ERP solution.中小企业采用ERP的关键成功因素排序Vijayakumar Bharathi , Omkarprasad Vaidya and Shrikant ParikhIndian Institute of Management (IIM)研究团体对中小型企业采用ERP产生了极大的兴趣。
企业实施ERP项目的风险分析外文翻译
Enterprise implement ERP project risk analysisImplement ERP is the enterprise realize a chance of upgrade management, enterprise should seize the whole range of implementing ERP enterprise adjustment, break the enterprise inherent defect, the introduction of new type of management thought and business model, cultivate and explore information talent, advocating enterprise innovation and efficiency in the enterprise culture, and further to lay the foundation of enterprise development, so that the meaning of import ERP has evolved to become the enterprise in the new economic environment to adjust their a strategic means, but a significant number of domestic enterprises in the ERP project sink in, one of the important reasons for the ERP project implementation is the risk estimate shortage.ERP (Enterprise Resource Planning: Enterprise Resource Planning) is put forward in the early 90 s, it has two important characteristics:1. The whole project is enterprise informatization, it can make the enterprise all the business process in the system integration, this is it different from MIS and financial software en terprises such as the key difference between local application software.2. Is it contains advanced management ideas, ERP has transcended the common application software ideas, he from foreign materials demand Planning MRP (MaterialRequirements Planning) to the manufacturing resource Planning (ManufacturingResources Planning), called MRP-II, to the enterprise management ERPII ERP even thought fusion to a system.The two features in fact have buried the ERP implementation whole for the domestic enterprise brought about by the potential risks, foreign scholars very image will ERP business strategy, compared to the information technology, organization and management art hybrids. ERP cannot be understood as a limited information management tools, and domestic enterprises when implementing ERP is to basically see for a simple ERP information system, thus unable to obtain the enterprise all levels actively cooperate with. The domestic enterprise and most did not experience MRP stage directly into ERP stage, the entire enterprise all aspects of not ready, like a person's growth has had no adolescence, although time short, but not every individual is, have will have the ability to carry such great-leap-forward development.ERP should be regarded as enterprise management revolution: efficiency and innovation is the revolution, the revolution is need time, also need to environment, the support of the people, has been "a project" is for people of the main ERP project summary, actually this just reflects the ERP project to enterprises by the great impacts of. The ERP project implementation is carry some risk, but it is also very effective after success of exciting, wuxi LiXi LaLianChang in a nearly 3 years of ERP after the revolution, the finance department of six employees reduced to 3 employees, but accounting aspects than original fine many, realize a financial accounting automation and give full play to the financial personnel management, supervision and functions. With the inventory management system, the management of the loading and unloading goods fineness more and more small, in the management of the finished products achieve the real sense of "zero" inventory, LiXi the zipper's two central warehouse gone, so as to realize the "manufacturing-according-to-sale, produce order" management mode. Through the business intelligence system, can real time of all kinds of data mining analysis and will be automatically updated and reflects to related management personnel, have really realized real-time dynamic master the current management data.The following LiXi zipper will combine the cases of enterprise ERP implementation introduced the risk and the corresponding countermeasures.Risk a, selection.For most of the company for, they are mainly rely on outside force to develop and implement information system, the enterprise ERP vendor for enterprise project successful play a very important role, not only is their maturity of the software products, but they in implementation of the ability and the continued cooperation spirit, is the combination of internal and external causes can ensure enterprise ERP project ultimately successful. LiXi zipper since the early 90 s, by the Chinese academy of sciences calculations of wuxi, with a few units of 286 PC with a small server in production, sales and financial and several other department installed a simple management system management system, but because the design of the system is not reasonable, leading to the between various departments and can't sharing data, the system after a few years it out.The success of the selection from: first to analysis the size of the enterprise and its industry background, different scale enterprise ERP software products to the requirement isdifferent, ERP is for industry custom software, to industry background consideration should be reflected in the software in the selection. Next to note ERP software function applicability, also is the first to see the general part of the function can satisfy the requirement of the enterprise, in order to reduce software changes for the implementation of the amplitude and lower their costs. Once again about the ERP software provider of comprehensive investigation: choice of providers and ordinary ERP application software provider is the essential difference, the enterprise ERP supplier shall choose is a long-term partner, help enterprise to complete the improvement for IT, not a one-off sales.Risk two, training.The aim of personnel training is to be able to use ERP internal management. On one hand, we can improve the training of ERP in management levels of understanding, strengthen the enterprise ERP implementation of active power; On the other hand can better promote the use of ERP. At that time LiXi LaLianChang include more than half management personnel have no contact with the computer, the business enterprise inside salesman culture level is only junior middle school and high school. Project implementation phase, components of the stratification of LiXi LaLianChang cadres and the exchange and training, everything from the most basic of start to do. LiXi called in the middle school computer teacher training courses for the computer, the President himself take the lead to learn, from began with letters all can not find, has now been through the national computing level 2 test. In the company leaders to lead, LiXi basically all the management cadres to the salesman have mastered computer operating techniques.The purpose of training is to the user's staff at all levels should not only define what is ERP, and to understand its implementation will brings to the enterprise to the new changes and significance, and clear after implementing ERP each position of the new staff how to work in the way. In training, we should pay attention to training the distinction between the object. The key is to high-level training explain the significance of the ERP management, implement the key to success; Middle-level cadres key is to explain the meaning of enterprise informatization on the department, information department of the key; Of the basic level staff training is the focus of the interpretation of the sketch concrete operating procedures and ERP system for enterprise affect the future.Risk three, strategy.The ERP project success must reflect the enterprise strategic objectives, because enterprise strategy is to promote the enterprise motivation, and domestic quite part of enterprise is reflected in the ERP is part of the leader's ideas, a local problem of thinking, more do not pay great attention to the talents, management, technology in the process in the mutual bond.In the early stages of the system is established, top should be very clearly the importance of ERP, establish the implementation of its position, and analysis is necessary in this one phase into the comprehensive information resource integration? If LiXi zipper will use exactly six months time to undertake whole project consultation, sure implementing emphasis, and process the difference and the characteristics of the zipper industry, to establish the order as the core enterprise business process.In established strategic goal after, ERP project requirement analysis and enterprise management team personnel will discuss the future of the enterprise strategic idea, so that it can fully reflected in the system, for enterprise's business process design provides guidance goal.Risk four, culture.Culture is the foundation of evergreen enterprise, information system for the success of the project has a key role, enterprise since choosing implement ERP management software should have set up the goal of sustainable development, it is inevitable to bring enterprise culture change, because ERP management thought comes from the United States, with an American enterprise management of cultural background, Japan has a lot of enterprise ERP implementation failure is the cultural conflict, this enterprise implement ERP in China in some ways was covered up the other factors, a lot of implementation of the resistance is derived from the old culture of the enterprise with advanced management ideas of ERP conflict and friction, in a bureaucratic culture or small groups culture, the enterprise is not possible implementation of good ERP.In LiXi project, the chairman of the lead the project implementation team, balance, coordination between various departments, post the business process problems and interests, or even personal participation to the project implementation of every little detail, to ensure the implementation of ERP project smoothly. To overcome the implementation ofresistance from brought the company top shock, two deputy chief was demoted, two vice President to leave themselves, these essential cultural conflict.Training and ERP management thoughts of the fusion of enterprise culture is imperative. ERP management thinking in foreign countries is the customer (orders) as the guidance, advocate efficiency, this and most of the domestic enterprise target in conformity with ERP of this information into a basis to the cultivation of the enterprise culture, and acquire the significance of enterprise is kill two birds with one stone, not only can promote the ERP project and the advancement of the long-term development of an enterprise to build up new type of enterprise culture, and domestic enterprise on the introduction of enterprise culture when must pay attention to draw China enterprise management in the excellent culture, advocate efficiency and innovation simultaneously, form have their own unique corporate culture, and specific ways of the training is the future of the company stressed in the strategic target, propaganda knowledge sharing, advocate efficiency and does not innovation.Risk five, personnel.All through the implementation of ERP project staff will deeply feel this, domestic enterprise in project management exist quite a number of issues, many problems not only rely on methodology or several experts, they can accomplish some documents, must need customers, software company and other participants in each level of full cooperation. Man is the most basic resources enterprise, no enterprise the cooperation and actively participate in, any advanced technology and management methods are only a form now.Enterprise in the process of implementing ERP, if can have a suitable project management team, then implement the possibility of success will be greatly enhanced, and the control of enterprise ERP confidence will also be more satisfied. Implement ERP enterprise could further excavations, information management compound talents, for the enterprise's sustainable improvement after IT lay a solid foundation. The enterprise is through the talents such as ERP such large projects of exercise training, have data show that most of the domestic enterprise of the most successful CIO is cultivating enterprise, not airborne. The CIO is LiXi Shanghai some university graduation of WangJiao, through this ERP practice he has become LiXi train is familiar with the company in business and be familiar with ERP comprehensive information management talent.The more complex the organization of enterprise, are faced with the problem, the more you can please the third party auxiliary consulting institutions involved in, in order to make full use of them to provide services for each industry accumulation of project management and project experience and ability of comprehensive implementation. This large, complex projects to ensure the overall success, and in its subsequent operations for the project have the benefit of the corresponding investment, will play a key role.Enterprise hope to do bigger and stronger, and hope that fast changing face competition environment, the measures to improve their own competitiveness of enterprise ERP system is an effective choice, but about enterprise in implementing ERP project risk in the research is still in constant exploration, enterprise can pass comprehensive risk consider to choose a proper time for each enterprise ERP revolution is need to think deeply about the problem.企业实施ERP项目的风险分析实施ERP是企业实现管理升级的一个契机,企业应抓住实施ERP对企业整体范围进行调整,破除企业固有的缺陷,引入新型的管理思想和业务模式,培养和发掘信息化人才,倡导企业的创新和效率并进的企业文化,为进一步深入企业发展打好基础,这样导入ERP的意义已经演变成为企业在新的经济环境下调整自己的一个战略手段,但有相当一部分国内企业在ERP项目中被深陷泥沼,其重要原因在于对于ERP项目实施的风险估计不足。
外文翻译---浅谈ERP项目实施成功因素和风险管理
外文翻译稿浅谈ERP项目实施成功因素和风险管理ERP —Enterprise Resource Planning 企业资源计划系统,是指建立在信息技术基础上,以系统化的管理思想,为企业决策层及员工提供决策运行手段的管理平台。
ERP 不仅仅是一个软件,更重要的是一个管理思想,它实现了企业内部资源和企业相关的外部资源的整合。
通过软件把企业的人、财、物、产、供、销及相应的物流、信息流、资金流、管理流、增值流等紧密地集成起来,实现资源优化和共享。
从台湾当地的建筑企业实施的实例讨论了ERP成功实施的七个关键:密钥系统、生产流程系统、ERP 基础实施的优先度、用户自定义设置、参与者角色、咨询者角色、实施表现分级。
ERP是一种以市场和客户需求为导向,以实行企业内外资源优化配置,消除生产经营过程中一切无效的劳动和资源,实现信息流、物流、资金流、价值流和业务流的有机集成和提高企业竞争力为目的,以计划与控制为主线,以网络和信息技术为平台,集客户、市场、销售、计划、采购、生产、财务、质量、服务、信息集成和业务流程重组(BPR)等功能为一体,面向SCM的现代企业管理思想和方法。
从台湾企业的实例表明,成功应用ERP的基本要素主要有:必须增强企业自身主体意识;重视知识资源的开发与利用;充分调动人的积极性和创造性;深刻认识我国企业应用ERP的根本目的;正确认识ERP项目是一个企业管理系统工程;企业一定要尽快、科学的做出应用SCM、ERP和BPR的决策;企业应用ERP一定要立足于创新和BPR;引入企业管理咨询;认真做好ERP项目前期准备工作;加强企业需求分析;制定明确、量化的ERP应用目标;确保基础数据的准确性和时效性;加强ERP项目风险分析;建立ERP项目变革管理体系;实行ERP项目监理制和评价制;完善和提高服务商的能力与水平。
大量的研究与实践充分表明,ERP 在我国应用的成败并不取决于技术、资金、网络、应用软件和软件实施,而主要取决于企业自身主体意识。
企业ERP项目实施风险与管控策略分析
企业ERP项目实施风险与管控策略分析1.项目实施风险概述企业ERP项目实施中,存在着多种潜在风险,其中包括人力资源、技术、预算、时间进度等多个方面。
下面将针对这些方面所面临的风险进行梳理与分析。
2.人力资源风险企业ERP项目实施人力资源方面的风险主要集中在以下几个方面:(1)团队成员缺乏必要能力,导致项目进度延误或者质量不达标准。
(2)管理层对于ERP实施项目的大体计划没有充分认识,没有充分的支持。
(3)项目推行过程中,部分员工的责任心、积极性不足。
(4)对于ERP项目实施缺乏足够的培训和学习,导致实施人员技能匮乏。
(5)资源分配不合理,导致人力不充分,进度无法保证。
针对这些问题,项目管理者应该加强人员的培训,提高他们的技能,调整资源的分配,更好的保障项目的进度和质量。
3.技术风险在ERP实施过程中,有可能出现以下技术上的风险:(1)ERP系统所需的技术水平超出了公司内部技术团队的能力范围。
(2)ERP系统在实施时出现技术难题,导致成本高涨、进度延误。
(3)技术需求不规范,导致ERP系统实施过程中出现技术漏洞。
(4)一些技术要求和实际情况不符导致的实施成本超支。
(5)ERP系统本身的稳定性问题,例如系统故障、数据异常等问题。
项目管理者应该加强技术能力培训,提高技术团队的能力水平,确保在实施的过程中能够快速解决技术问题。
4.预算风险(1)项目占用的经费预算不足,导致项目进度延误。
(2)ERP软件本身的许可证费用、项目硬件购买成本、实施服务成本等方面的支出超过预算。
(3)实施过程中,由于项目管理不规范等因素造成的额外费用支出。
项目管理者应该制定合理的预算计划,适时调整项目的进程计划,优化人力资源和技术团队的结构,以“不浪费、不浪费”为原则,确保项目能够顺利实施,同时用小的财务成本支持为实现创新的目标。
5.进度风险(1)在项目实施的初期,由于问题不明确,导致项目集成起步的时间延迟。
(2)项目实施中,各项工作的推进滞后,导致项目进度滞后。
ERP实施成功的关键因素.pptx
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• ERP系统的管理对象便是上述各种资源及生产要素,通 过ERP的使用,使企业的生产过程能及时、高质地完成 客户的订单,最大程度地发挥这些资源的作用,并根 据客户订单及生产状况做出调整资源的决策。
4
ERP能帮我们做什么?
• 企业职能与资源整合
– 从定单到出货 – 数量、时间连动
• 企业资源可视化 • 利用现有资源,做更多生意 • 规范企业管理、适应未来发展 • 提升员工素质
• 业务流程:在充分考虑业务特点的基础 上,重新设计并优化。
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项目实施计划
准备 KU培训 需求与设计
系统配置与测试
集成测试 会议室模拟
EU培训 生产系统 权限 数据准备
系统切换: 2002/12/31
运行支持
项目管理
ERP项目组织机构
• 环环相扣 • 层层尽责 • 全心投入
项目负责人 ERP领导小组
3
企业资源与ERP
• 厂房、生产线、加工设备、检测设备、运输工具等都 是企业的硬件资源,人力、管理、信誉、融资能力、 组织结构、员工的劳动热情等就是企业的软件资源。
• 企业运行发展中,这些资源相互作用,形成企业进行 生产活动、完成客户订单、创造社会财富、实现企业 价值的基础,反映企业在竟争发展中的地位。
项目管理,变革管理
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项目实施目标
• 在规定的时间内,完成实施任务,建立支撑内 部运作、实时信息加工与获取的ERP系统 。
• 科学的企业内部治理结构和内部运作规程。 • 培养一大批管理人才
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项目实施策略
• 基于成熟的实施方法论,降低实施风险 • 分阶段实施与验收策略 • 实施范围:
ERP系统实施管理经验与成功要素
ERP系统实施管理经验与成功要素随着信息技术的快速发展和企业管理的不断迭代,企业资源计划(ERP)系统成为各行业企业管理的重要工具。
然而,ERP系统的实施过程繁琐而复杂,常常伴随着大规模的投资和风险。
为了确保ERP系统的顺利实施和取得预期的效果,企业需要掌握一些管理经验和成功要素。
本文将介绍一些ERP系统实施的管理经验和成功要素,以帮助企业在实施过程中避免一些常见的问题和困扰。
一、项目管理ERP系统的实施是一个项目,因此项目管理是实施ERP系统的关键。
企业需要指定专门的项目经理来负责整个项目的规划、执行和控制。
项目经理需要具备扎实的管理技能和丰富的实施经验,能够有效地协调各个部门和团队之间的工作。
同时,企业还需要建立完善的项目管理流程,包括项目启动、需求分析、系统设计、开发测试、数据迁移等各个阶段,确保项目按时、按质量完成。
二、需求管理ERP系统实施的成功与否很大程度上由企业对需求的合理管理决定。
在实施前,企业需要详细了解各个部门的需求和痛点,并制定合理的需求计划。
同时,企业还需要充分沟通和协调不同部门之间的需求,确保所有利益相关方的需求得到有效整合。
此外,为了避免需求变更带来的项目延期和成本增加,企业需要在实施前明确定义变更管理流程,规范需求变更的审批和执行。
三、数据管理ERP系统实施涉及到大量的数据迁移和数据整合工作,因此数据管理是非常关键的。
企业需要进行全面的数据清洗和整理,确保各个数据源的准确性和一致性。
此外,企业还需要制定数据迁移计划,合理安排数据迁移的时间和顺序,确保数据能够顺利地从旧系统迁移到新系统。
同时,企业还需要培训员工如何正确地使用和维护系统,保证系统数据的长期有效性。
四、变革管理ERP系统的实施会对企业的业务流程和组织结构产生较大影响,因此变革管理是必不可少的。
企业需要明确并积极应对ERP系统实施带来的变革,包括业务流程的重新设计、员工角色的调整、组织结构的调整等。
同时,企业还需要开展培训和沟通工作,帮助员工适应新的工作方式和系统操作,减少变革过程中的阻力和抵触情绪。
erp项目实施的步骤英文
ERP Project Implementation StepsIntroductionIn this document, we will outline the steps involved in the implementation of an ERP (Enterprise Resource Planning) project. ERP implementation is a complex and crucial process that requires attention to detail and careful planning. By following these steps, you can ensure a successful ERP implementation for your organization.Step 1: Project Planning•Identify and define project goals, objectives, and scope.•Formulate a project team comprising members from various departments.•Determine project timelines and deadlines.•Allocate necessary resources, including budget and personnel.Step 2: Requirement Gathering•Conduct a thorough analysis of business processes and requirements.•Identify gaps between existing systems and desired functionalities.•Document detailed requirements, including specific modules and features.•Engage stakeholders to ensure all requirements are considered.Step 3: Vendor Selection•Research and evaluate ERP vendors based on their industry experience, product features, and support services.•Request proposals from shortlisted vendors and compare them.•Conduct vendor demonstrations to assess their ERP solution.•Consider factors such as cost, scalability, implementation timeline, and technical support before finalizing a vendor.Step 4: Customization and Configuration•Collaborate with the chosen vendor to customize the ERP solution to meet specific business requirements.•Configure the system settings, including workflows, permissions, and user roles.•Develop and test any required integrations with existing systems.Step 5: Data Migration•Identify and extract relevant data from legacy systems or existing databases.•Cleanse and validate the data to ensure accuracy and consistency.•Map the data to the new ERP system’s format and structure.•Conduct test migrations to ensure data integrity and functionality.Step 6: Training and User Adoption•Develop a comprehensive training plan for end-users on how to effectively use the new ERP system.•Conduct training sessions, workshops, and provide online resources.•Encourage user adoption by addressing concerns and providing ongoing support.•Monitor user feedback and make necessary adjustments to the training program.Step 7: Testing and Quality Assurance•Create test scenarios and test cases to validate the functionality of the ERP system.•Conduct rigorous testing across all modules to identify and resolve any issues or bugs.•Perform system integration testing to ensure seamless operation with other systems.•Involve end-users in User Acceptance Testing (UAT) to validate system performance.Step 8: Go-Live and Post-Implementation Support•Develop a robust cutover plan to transition from existing systems to the new ERP system.•Execute the cutover plan, ensuring minimal disruptions to business operations.•Provide post-implementation support to address any issues or concerns that arise.•Regularly monitor the system performance and conduct periodic reviews and updates.ConclusionBy following these eight steps, organizations can successfully implement an ERP system. However, it is essential to customize these steps based on the specific needs and circumstances of your organization. Remember that ERP implementation is an ongoing process, and continuous monitoring and improvement are necessary for long-term success.。
ERP相关中英文对照
ERP中英文对照一、ERP实施阶段1、启动准备阶段Initial Phase项目章程Project charter项目计划Project plan2、分析阶段Analyze Phase现状业务调研问卷Questionnaire Research现有业务调研报告AS-IS目标流程设计与方案To-Be关键问题分析Key focus analysis差异分析报告Gap Analysis系统配置System configuration (Installation of hardware, software and infrastructure)3、设计、开发阶段Design/Build方案论证、方案测试solution validation and test开发方案设计function specification design and test客户化开发与单元测试customization development and unit test建立数据转换策略、制定安全控制标准data conversion strategy and security control standard 测试脚本和CRP测试test script and CRP test用户培训和用户手册End user training and user guide4、集成阶段Integrate切换策略及切换计划conversion strategy and conversion plan系统集成测试integration test生产系统设置Setup production5、实施阶段Implement用户接受测试User acceptance test (UAT)上线和切换计划implementation and transition plan系统切换和运行system cutover and rollout上线后支持post implementation support二、ERP各模块主要词汇1、财务Finance总帐GL(General ledger)现金收付制Cash basis会计科目Account会计期间Accounting Period分类帐Account ledger会计分录Journal Entry资产负债表Balance sheet银行对账Bank reconciliation银行对账单bank statement期初余额Beginning balance试算平衡Trial Balance损益表Income Statement现金流量表Cash Flow Statement重估Revaluation经常性日记账分录Recurring journal entry预算管理Budget management外币折算Foreign currency translation应收AR(Accounts Receivable)应收账帐龄分析Accounts receivable aging analysis应收账款收款期Accounts receivable collection period应收账冲销Accounts receivable Write-off应付AP (Accounts Payable)付款条件Payment term应付帐帐龄分析Accounts payable aging analysis应付帐冲销Accounts payable Write-off催款Collection分期付款Payment by installment延期付款Deferred payment固定资产FA(Fixed Assets)折旧Depreciation累计折旧Accumulated depreciation固定资产重估Reevaluation固定资产清理Disposal固定资产增值Appreciation高级成本ACA(Advanced cost accounting)基于活动的成本管理(ABC成本法) activity-based cost management 2、物流Logistics销售订单管理Sales Order Management客户关系管理Customer Relationship Management (CRM)销售报价Quotation销售报价下达Quotation release拣货单pick list发货确认shipment confirm延期订单back order增值税VAT Value added tax基价Base price高级定价Advanced pricing直接发运订单Direct ship order采购订单管理Purchase Order Management供应商关系管理Supplier Relationship Management (SRM)请购单Purchase requisition询价单Request for quote一揽子协议采购Blanket purchase order合约采购Contract purchase agreement收货路径Receipt route库存管理Inventory management加权平均法 Weighted average先进先出法 First-in, first-out or FIFO后进先出法 Lost-in, first-out or LIFO移动平均法 Moving average安全库存Safety stock仓储管理Warehouse management运输管理Transportation management3、制造Manufacturing产品数据管理Product Data Management (PDM) 离散制造Discrete manufacturing流程制造Process manufacturing重复制造Repetitive manufacturing物料清单Bill of material工艺路线Routing工作中心Work center提前期Lead time累计提前期Cumulative lead time母件Parent item虚拟件Phantom item工程变更单Engineering change order零件清单Part list联/副产品Co-By product车间管理Work Shop Management资源能力计划Resource capacity planning物料计划material planning计划和排程Planning & Scheduling预测Forecasting质量管理Quality management成本管理Cost Management标准成本Standard cost实际成本Actual cost成本卷积Cost Rollup模拟成本Simulation cost冻结成本Frozen cost4、项目管理Project Management5、房地产管理Real estate management6、租赁管理Lease management7、人力资源管理Human resource management。
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ERP项目实施成功因素和风险管理参考国外的一些文献资料,一个成功的ERP项目,往往要花费数年时间,数千万美元得以完成。
再回头看国内,随着ERP怀疑论的抬头,价格战的兴起,ERP 作为一种软件供应商的产品,却有走下神坛趋势。
就连ERP界的首领SAP也推出了Business One产品,价格低于十万。
不过,即便ERP软件能做到免费,或如IBM推崇的按需收费的境界,从整个企业实施的角度,考虑到人员、培训、维护、业务重组、二次开发、三次、n次开发,其费用应该也在数百万乃至千万人民币的规模。
这对于国内企业而言,已是不小的数目了。
但是,还是有不少企业怀着美丽的梦想,踏上ERP实施的艰辛之旅。
其中又有不少项目以失败告终。
而对于那些最后的幸存者,是否就可以还戟入仓,饮酒高歌呢?事实上,企业在成功实施ERP项目后,将面对较实施前更大的风险。
在未来的五到十年中,是否有一个扎实的ERP风险管理机制将决定了企业是否能在最初的ERP投资中真正获益。
1998年Thomas H.Davenport在哈佛商务评论发表了名为《将企业放入企业系统》的文章(Putting the entERPrise into the entERPrise system)。
该文系统地提出了企业系统,或称ERP系统给企业运作带来积极及消极的引响。
同时也直接提出了未来企业必须面对的一个风险:将整个企业放入企业系统中的风险。
按照美国项目管理协会对风险的定义,“风险”是指对项目有利或不利的不确定因素。
项目是“为完成某一独特的产品或服务所做的一次性努力”,项目的“独特性”决定了项目不可能是以与以前完全相同的方式、由与以前完全相同的人来完成的,同时,项目所要创造的产品或服务,以及项目可能涉及的范围、时间及成本都不可能在项目开始时完全确定,因此,在项目进行过程中也相应会出现大量的不确定性,即项目风险。
本文以下所提到的“风险”是指对项目“不利”的不确定因素。
对项目不利的风险存在于任何项目中,并往往会给项目的推进和项目的成功带来负面影响。
风险一旦发生,它的影响是多方面的,如导致项目产品/服务的功能无法满足客户的需要、项目费用超出预算、项目计划拖延或被迫取消等,其最终体现为客户满意度的降低。
因此,识别风险、评估风险并采取措施应对风险即风险管理对项目管理具有十分重要的意义。
风险管理的具体内容项目风险管理主要分为以下几个步骤:风险识别、定性/定量风险分析、风险应对计划编制及风险监控。
1.风险识别风险识别,是指识别并记录可能对项目造成不利影响的因素。
由于项目处于不断发展变化的过程中,因此风险识别也贯穿于整个项目实施的全过程,而不仅仅是项目的开始阶段。
风险识别不是一次性的工作,而需要更多系统的、横向的思维。
几乎所有关于项目的计划与信息都可能作为风险识别的依据,如项目进度及成本计划、工作分解结构、项目组织结构、项目范围、类似项目的历史信息等。
需要注意的是,并非所有的风险都可以通过风险识别来进行管理。
风险识别只能发现已知风险(如:已知项目组织中某一成员能力不能完全满足要求)或已知未知风险(known-unknown,即“事件名称已知”,如“客户方人员参与力度不足”);而某些风险,由于项目的独特性,不可能在其发生前预知(unknown-unknown,即未知未知风险)。
2.定性/定量风险分析通过风险识别过程所识别出的潜在风险数量很多,但这些潜在的风险对项目的影响是各不相同的。
“风险分析”即通过分析、比较、评估等各种方式,对确定各风险的重要性,对风险排序并评估其对项目可能后果,从而使项目实施人员可以将主要精力集中于为数不多的主要风险上,从而使项目的整体风险得到有效的控制。
风险分析主要可采用的方法有:风险概率/影响评估矩阵、敏感性分析、模拟等。
在进行上述分析时,主要关注以下几个风险因素:风险概率:即风险事件发生的可能性的百分比表示。
这个数字是通过主观判断而获得的,如专家评估、访谈或根据以前类似项目的历史信息。
风险影响:即风险发生可能对项目造成的影响大小。
这种影响可能是时间上的,可能是成本上的,也可能是其他各方面的。
风险值(预期值EMV):风险值=风险概率×风险影响,是对风险对项目造成的影响的最直接评估,它综合考虑了概率与影响两方面的因素。
3.风险应对计划编制风险应对计划的目的在于通过制定相应的措施,来应对风险对项目可能造成的威胁。
最常采用的应对威胁的几种措施是:规避、减轻、转移、接受。
规避,即通过消除风险的成因来消除该风险;减轻,即通过采取措施降低“风险概率”或“风险影响”,从而达到降低风险值的结果;转移,即将风险转移到另一方,如购买保险、分包等;接受,即对该风险不采取措施,接受其造成的结果,或在该风险发生后再采取应急计划进行处理。
具体采用何种方式来应对某一风险,取决于该风险的风险值(EMV)、拟采取应对措施的可能成本、项目管理人员对待风险的态度(效用函数)类型等各方面,不可一概而论。
风险应对计划是针对已识别的风险进行的;对于未知未知的风险,不可能预选制定相应的应对计划或应急计划,因此,可以利用管理储备来应对。
4.风险监控风险监控主要包括以下几方面的任务:1)在项目进行过程中跟踪已识别风险、监控残余风险并识别新风险:随着项目的实施以及风险应对措施的执行,各种对项目的影响因素处于不断变化的过程中,因此,需要在整个项目过程中,时刻监督风险的发展与变化情况,确定伴随某些风险的消失而来的新的风险并制定相应的处理措施。
2)保证风险应对计划的执行并评估风险应对计划执行效果。
评估的方法可以是项目周期(阶段)性回顾、绩效评估等。
3)对突发的风险或“接受”的风险采取适当的权变措施。
通过风险监控过程,项目人员持续更新项目风险列表,并通过重复上述各步骤保证项目风险始终处于受控状态。
ERP项目实施的风险管理不同类型的项目有不同类型的风险。
ERP项目实施的风险同样有其特殊性。
以下对ERP项目实施过程中的风险管理措施做一简要说明,一家之言,仅供参考。
1.ERP项目实施中的主要风险及应对措施如前所述,“几乎所有关于项目的计划与信息都可能作为风险识别的依据,如项目进度及成本计划、工作分解结构、项目组织结构、项目范围、类似项目的历史信息等。
”在ERP项目的风险识别过程中,可以以项目计划为线索,识别项目在各方面的风险。
实施过程中,应特别关注以下几方面的风险:1)项目范围的风险项目采购管理通常有三种合同方式,即:固定价或总价合同、成本报销(加奖励)合同、单价合同。
通常不确定性越大、风险越大的项目,越趋向于采用靠后的合同方式。
这也是国外及国内部分ERP供应商在实施服务中采用按人天提供服务并收取费用的原因。
但采用这种方式,买方(即客户)存在较大的风险,因此,国内很多客户倾向于以固定价格订立实施服务合同。
而这种合同方式,则对于卖方(即顾问方)存在较大风险。
在此前提下,若项目范围定义不清晰,可能导致买卖双方对项目范围的认知产生分歧:卖方希望尽量缩小实施范围,以最小的成本结束项目;而买方则希望将ERP系统的所有功能尽可能多的实施,以固定的价格获得最大的收益。
若双方的分歧较大,不能达成一致,则必然会造成效率低下,相互扯皮。
因此,ERP项目合同中,应对项目的实施范围做尽可能清晰的界定,切不可停留在“实施财务模块”或是“实施应收、应付、总账管理”之类的层面上。
宁愿多花一些时间在项目实施前的范围界定工作上,也不要在项目实施过程中,面对ERP繁多的功能,实施方与用户方争执不下,或被迫让步,投入更大的精力于项目中,而导致项目不能按时完成。
2)项目进度的风险关于ERP项目实施的周期,目前在宣传上有强调“快速”的倾向。
但ERP 项目进度的控制绝非易事,不仅取决于顾问公司的能力,同时也在很大程度上受到客户方对ERP期望值是否合理、对范围控制是否有效、对项目投入(包括人员时间的投入和资金等的投入)是否足够等方面的影响。
由神州数码提供ERP系统并负责实施的昆山世同金属,在较短时间内上线成功,原因之一就是易飞ERP实施小组完整成熟的导入机制及顾问人员卓越的素质,有效顺利地协助了世同金属的上线工作。
从上线开始便有专业顾问负责整个导入实施的计划,长期积累的行业知识及管理经验也提升了整个ERP的运作水平,妥善处理了上线工作中的问题。
用户对项目分阶段实施有强烈的认同,在第一阶段仅强调对基本功能的实现,而将大量的工作留到上线后或持续改进过程中。
而实际操作中,并非所有用户对ERP实施都有这种理解与认同,因此,在项目进度计划时,一味在项目进度计划时求快,甚或是刻意追求某个具有特殊意义的日期作为项目里程碑,将对项目进度控制造成很大压力。
事实上,很多项目的失败,正是起因于项目进度出现拖延,而导致项目团队士气低落,效率低下。
因此,ERP项目实施的时间管理,需要充分考虑各种潜在因素,适当留有余地;任务分解详细度适中,便于考核;在执行过程中,应强调项目按进度执行的重要性,在考虑任何问题时,都要将保持进度作为先决条件;同时,合理利用赶工及快速跟进等方法,充分利用资源。
3)项目人力资源的风险人力资源是ERP项目实施过程中最为关键的资源。
保证合适的人,以足够的精力参与到项目中来,是项目成功实施的基本保证。
ERP项目实施中存在各种角色,对各种角色应具备的素质,我们在此不再赘述。
要降低项目的人力资源风险,就要保证进入到项目中并承担角色的各类项目干系人满足项目要求。
因此,实施双方应对参与人员进行认真的评估,这种评估应该是双方面的,不仅是用户对咨询顾问的评估,也应包括咨询公司对参与项目的用户方成员(在国内目前的环境下,主要是指关键用户)的评估。
同时,应保证项目人员对项目的投入程度。
应将参与ERP项目人员的业绩评估与ERP项目实施的状况相关联,明确ERP项目是在该阶段项目相关人员最重要的本职工作;制定适当的奖惩措施;在企业中建立“一把手工程”的思想,层层“一把手”,即各级负责人针对ERP实施向下行使全权、对上担负全责,将一把手从个体概念延伸到有机结合的群体概念。
4)对ERP认识不正确的风险有的企业把ERP视为企业管理的灵丹妙药,认为既然ERP“功能强大”,只要上了ERP,企业的所有问题便迎刃而解,或者以为企业的所有流程都可以纳入到ERP中来;还有的人简单的将ERP视为当前业务流程的电子化。
要防范或减轻这种风险,需要对用户进行大量的培训:ERP的由来,ERP的功能,实施ERP的目的与期望等等,尽可能在用户产生“ERP不能满足我的需求和期望”这种想法之前,让用户知道“现阶段对ERP合理的需求期望是什么”。
2.ERP项目实施中的风险监控可以采取以下措施对ERP项目实施中的风险进行监控,以防止危及项目成败的风险发生。
1)建立并及时更新项目风险列表及风险排序。