外文文獻及翻譯erp項目實施成功因素和風(fēng)險管理

1、科技外文文獻 科技外文文獻Discussing Discussing about about the the successful successful factors factors of ofERP ERP projects projects implementation implementation and and the the risk risk management managementRefers to the overs

2、eas 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,

3、 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 10

4、0,000.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, tr

5、aining, 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

6、 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 the

7、se 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 t

8、o 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 Syst

9、em“ 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 ent

10、erprise 1. risk recognitions The risk recognition, is refers distinguishes and records possibly has the adverse effect to the project the factor. Because the project is in develops in unceasingly the change p

11、rocess, 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 disposable work, but need more

12、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 organi

13、zational structure, project scope, similar project historical 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

14、 can discover the known risk (for example: In the known project organization some member ability cannot satisfy the request completely) or the known unknown risk (known-unknown, namely “event name known“, like “customer

15、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-unknown, namely unkno

16、wn-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 vari

17、ous. “The risk analysis“ namely through the analysis, the 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 co