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The ERP project implementation success factors and risk management
ERP Enterprise Resource Planning -- Enterprise Resource Planning system, it is to point to build in information technology based on the systematic management thoughts, for Enterprise decision-making and staff to provide decision-making management platform operating methods. ERP is more than just a software, the more important is a management thoughts, it realized the enterprise internal resources and related enterprise external resources integration. Through the enterprise software, financial, material, production, supply and sale and the corresponding logistics, information, capital and management flow, value-added flow on the integrated closely, and realize resources optimization and sharing. From Taiwan local building enterprise implementation example of successful implementation are discussed the seven key ERP public-key systems, production process, the foundation, ERP system implementation of priority degrees, user preferences, participants roles, advisory role, implement performance grading.
ERP is a market and customer demand as the guide, implement enterprise resources optimization allocation, eliminate production management process all invalid labor and resources and realize information, logistics, cash flow, value stream and the organic integration and traffic as the purpose, enhance the competitiveness of enterprises to plan and control as the main line, network and information technology as a platform, set the customer, marketing, sales, planning, procurement, production, finance, quality, service, information integration and business process reengineering (BPR) functions as a body, face SCM of modern enterprise management ideas and methods. From Taiwan enterprise example show that the basic elements of success apply ERP basically has: must enhance the enterprise since the body subject consciousness; Take the knowledge resources exploitation and utilization; Fully aroused people's enthusiasm and creativity; Profound understanding Chinese enterprises apply ERP is the basic goal of; Correctly understanding the ERP project is a enterprise management systems engineering; Enterprise must make application as soon as possible, science, ERP and BPR SCM decision-making; Enterprise application ERP must be based on innovation and BPR; Introducing enterprise management consulting; Do the ERP project preparation work; Strengthening enterprises industry needs analysis; Formulate well-defined, quantitative ERP application target; To ensure the accuracy and timeliness based data; Strengthen the ERP project risk analysis; Establish the ERP project change management system; Implement ERP project supervision and evaluation of price system; Perfect and improve services of the ability and level. A lot of research and practice have fully demonstrated that ERP is applied in our country success does not depend on technology, capital, network, application software and software implementation, and mainly depends on the enterprise itself subject consciousness. Enterprise is the subject of apply ERP. Enterprise application ERP firstly to raise the ideological understanding, change ideas, enhance their subject consciousness. Only enhance the subject consciousness, improve body ability, can play a main role, can ensure that ERP project success.
Refers to the overseas some literature material, a successful ERP project, often needs to spend several year times and 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 \the Harvard commerce commentary (Putting the enterprise into the enterprise system).This article proposed systematically the
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enterprise system, or called the ERP system the operation brings for the enterprise positive 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, \advantageous or the disadvantageous element of certainty.
The project is \distinctive quality\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 \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 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 the 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 disposable 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 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 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 \like \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 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. \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 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 probability: 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 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.
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 project, its overall evaluation probability with has affected two aspects the factors. 3. risks should plan the establishment
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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 often 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 \risk value the result;
The shift, soon the risk shifts to another side, like purchase insurance, sub package and so on;
Accepts, namely does not take the measure to this risk, accepts result 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 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.
The 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, therefore, may stockpile using the management should be right. 4. risk monitoring
The risk monitoring mainly includes following several aspects the duty:
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 should 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 change situation, determined follows the new risk which certain risks vanishing comes and formulates the corresponding processing measure.
2) Guaranteed the risk should to the plan execution and appraised the risk should to plan carry out the effect. The appraisal method may be the project cycle (stage) the natural review, the achievements appraisal and so on.
3) \personnel renews the project risk tabulation continually, and through the repetition above various steps guaranteed the project risk is at the controlled condition throughout.
Ⅱ ERP project implementation risk management
The different type project has the different type risk. The ERP project implementation risk has its particularity similarly. The following gives a briefing to in the ERP project implementation process risk management measure, the single opinion, only supplies the reference.
1. ERP project implementation main risk and should to the measure
As mentioned above, \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 historical information and so on.\recognition project in various aspects risk. In the implementation process, should pay attention to following several aspects specially the risk: 1) project scope risk
The project purchase 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 risk 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 charges the fee the reason. But selects this method, the buyer (i.e. customer) has the big risk, therefore, the domestic very many customers favor in work out the implementation contract of service by the fixed price. But this contract way, then (i.e. consultant side) has the big risk regarding the seller. Under this premise, if the project scope definition is not clear, possibly causes the round turns to have the difference to the project scope cognition: The
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seller hoped reduces the implementation scope as far as possible, by smallest cost closing performance; But the buyer hoped ERP system all function many implementations, obtains as far as possible by the fixed price the greatest income. If the bilateral difference is big, cannot achieve consistently, then can create the efficiency inevitably to be low, wrangles mutually. Therefore, in the ERP project contract, should make as far as possible the clear limits to the project implementation scope, cuts cannot pause in \management\
Rather multi-flowered 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 concessions, invests a bigger energy in the project, but causes the project not to be able to complete on time. 2) project progress risk
About the ERP project implementation cycle, at present has emphasizes \progress control certainly not easy matter, not only is decided by consultant firm's ability, simultaneously also 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) whether enough and so on aspect influences. 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 something 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 assisted the world effectively with the metal political line work. Starts from the political line then to have special consultant to be responsible to induct the implementation entire the plan, the long-term accumulation profession knowledge and the managerial experience have also promoted the entire ERP operation level, has properly dealt with in the political line work issue. The user has the intense approval to the project minute stage implementation, only emphasizes in the first stage to the basic function realization, but the massive work will remain after the political line or improve in continually the process.
But in the actual operation, by no means all users all have this kind 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 date 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 to appear the dragging, but causes the project team despondency, the efficiency to be low. Therefore, the ERP project implementation time management, needs to consider each kind of latency fully, suitable conservative; The duty decomposes the detailed degree of fineness to be moderate, is advantageous for the inspection; In the implementation, should emphasize the project according to the progress execution importance, in considered when any question, all must take the maintenance progress the precondition; At the same time, reasonably and follows up fast using rushing a job and so on the methods, uses the resources fully. 3) project human resources risk
The human resources are in the ERP project implementation process the most essential resources. Guaranteed the appropriate person, participates in the project by the enough energy, is the project success implementation basic guarantee.
In the ERP project implementation has each kind of role, should have the quality to each kind of role, we 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 request. 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, not only is the user to consults consultant's appraisal, also should include the consultant firm to the user side member who participates in the project (in under the domestic present environment, mainly is refers to essential user) the appraisal. At the same time, should guarantee the project personnel to the project investment degree. Should participation the ERP project personnel's achievement to appraise and the ERP project implementation condition is connected, is clear about the ERP project is in this stage project correlation personnel most important labor of duty; Formulates the suitable rewards and punishment measure; Establishes \member project\
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exercises in view of the ERP implementation plenary powers, shoulders the entire responsibility to on, extends the member from the individual concept to the organic synthesis community concept. 4) The risk that people don't understand ERP correctly
Some enterprises regard as ERP the business management the panacea, thought since ERP \as on ERP, enterprise'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.
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, \in front of this idea, lets the user know \ 2. ERP project implementation risk monitoring
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 occurrence.
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 factor change situation, decided promptly when, uses what kind of risk to be supposed to the measure.
2) the risk should to audit: Pays attention to the risk to be supposed as necessary to the measure (circumvention, to reduce the effect which, shift) implements, carries on the appraisal to the remaining risk.
3) establishes the report mechanism, the question which has the project in reflects promptly to project manager or the project management level.
4) convenes the project to do is regularly the human holds the project conference, carries on the appraisal to the risk condition, and discovers the new risk through all quarters facing the project implementation response.
5) renews the correlation database like risk recognition check table, will favor the next similar project the implementation. 6) Introduces the third party consultation, regularly carries on the quality testing to the project, guards against the big risk. The implementation 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 together surmounted, then annihilation in globalization tide, this is each enterprise all is not willing to see.
All in all, ERP's best hope for demonstrating value is as a sort of battering ram 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 doesn'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 automating the different steps along the path to fulfilling it. When a customer service representative enters a customer order into an ERP system, he has all the information necessary to complete the order (the customer's credit rating and order history from the finance module, the company's inventory levels from the warehouse module and the shipping dock's trucking schedule from the logistics module, for example). People in these different departments all see the same information and can update it. When one department finishes with the order it is automatically routed via the ERP system to the next department. To find out where the order is at any point, you need only log in to the ERP system and track it down. With luck, the order process moves like a bolt of lightning through the organization, and customers get their orders faster and with fewer errors than before. ERP can apply that same magic to the other major business processes, such as employee benefits or financial reporting. That, at least, is the dream of ERP. The reality is much harsher. Let's go back to those inboxes for a minute. That process may not have been efficient, but it was simple. Finance did its job, the warehouse did its job, and if anything went wrong outside of the department's walls, it was somebody else's problem. Not anymore. With ERP, the customer service representatives are no longer just typists entering someone's name into a computer and hitting the return key. The ERP screen makes them businesspeople. It flickers with the customer's credit rating from the finance department and the product inventory levels from the warehouse. Will the customer pay on time? Will we be able to ship the order on time? These are decisions that customer service representatives have never had to make before, and the answers affect the
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