基于AHP层次分析法评估制造业ERP项目风险

ERP系统实施的风险评估一直是确保企业成功实施ERP的关键。根据国内企业实施ERP系统的现状,通常可掌控的风险有软件风险、实施风险和管理风险等企业内部风险。因此该文针对ERP软件选型影响因素众多,且评价信息具有模糊性的特点,在此基础上引入AHP层次分析法建立ERP系统实施风险评估模型,对ERP实施过程中的风险进行评估,应用AHP算法找出影响实施成功的关键风险因素。     

基于关键成功因子的ERP项目实施过程模型

鉴于ERP实施项目周期长、成本高、失败风险大的现实情况，本文以“关键成功因子”为核心建立ERP实施过程模型，模型包括“关键成功因子的识别”、“以关键成功因子评价为基础的实施过程改进”和“以变更管理为基础的实施过程改进”三个要素。应用该模型使得在ERP项目实施前能预测到项目可能的风险，缩短实施周期，使整个实施过程得到有效监督、测量，提高ERP实施成功率。     

企业ERP软件选型的全程管理

ERP(一体化管理平台)给企业带来高收益的同时也使企业面临着巨大的实施风险。目前只有一半左右的ERP项目实施成功。在对ERP应用失败的企业进行统计分析后发现:因软件选择不当而失败的占67%,因管理协调不够而失败的占13%,因实施步骤过急而失败的占9%,因人才流失而失败的占8%,因软件供应商服务支持不够而失败的占3%。可见,ERP软件的正确选择是ERP系统成功实施的核心因素。ERP软件选型,是企业在决定实施ERP后遇到了第一个现实问题。它属于整个ERP项目的前期项目规划阶段,是降低整个ERP系统实施风险的起点和关键。     

我国企业实施ERP项目的外部风险分析

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，但成功率却十分低。因此，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，才有可能提高ERP成功实施的概率。本文较详细地剖析了企业在实施ERP过程中所草临的各种外部风险，这些分析将会为企业成功实施ERP项目提供有益的帮助。     

实施ERP的主要风险与防范策略

任何项目的投资和实施,风险与收益都是并存的,ERP项目也不例外。企业只有正确地识别风险、控制风险,才能有效成功实施ERP,为企业带来效益。ERP项目实施过程中充满了各种风险,该文重点论述ERP认识、软件选择和项目实施过程中的主要风险及防范措施,以期对准备和正在实施ERP项目的企业有所帮助和启发。     

我国企业实施ERP项目的外部风险分析

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,但成功率却十分低。因此,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,才有可能提高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。     

我国企业实施ERP项目的外部风险分析

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,但成功率却十分低.因此,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,才有可能提高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.     

ERP系统的应用方法探讨

高层领导的决心、信心和承诺是企业成功实施ERP的关键，主宰着成功与失败。大量的实践表明，实施ERP在软件功能、硬件技术、网络技术、应用人员方面是不成问题的，关键取决于决策者的素质。当高层领导班子意见不统一或对上马“ERP项目”认识不成熟时，不要上马ERP项目，因为当以后遇到困难的时候，持支持态度的领导很容易会向持反对态度的领导让步、妥协或屈服，从而使“ERP项目”失去管理层的支持而夭折。     

企业ERP实施成败关键

该文首先在引入ERP基本概念的同时简单概述了ERP在国内的应用现状及发展;分析在ERP项目实施过程中的关键成功因素,根据关键成功因素分析原则,提出了国内企业成功实施ERP的措施。     

ERP实施中的冲突管理

在网络经济环境下的信息时代,企业信息化从作为企业提高核心竞争力的重要手段,转变为企业参与竞争的必备条件.ERP作为企业信息化实施的核心部分,越来越多地得到广泛的应用,但是目前ERP失败率高,并且出现大量项目管理的"黑洞",这些都导致ERP项目难以达到预期的效益,因此迫切需要对ERP项目的模式、过程管理进行全面认识--企业在实施ERP项目时会碰到来自管理和技术方面多种冲突,ERP的项目管理很大程度上是"冲突管理",合理利用和管理冲突是ERP项目成功的关键.     

混合AHP法在ERP系统供应商评价模型中的应用

提出了一种基于混合AHP的供应商评价模型。利用标准AHP确定评价体系中各指标权重，使用基于区间AHP方法对各方案进行评定，求得评价区间值，定义了适用的区间排序法则，对评价区间值进行排序来选择供应商。该方案解决了标准AHP方法利用数值构造判断矩阵时存在的判断不确定性问题，在实际的ERP系统中得到了应用和实现。     

Developing a practical framework for ERP readiness assessment using fuzzy analytic network process

Previous studies report unusually high failure in enterprise resource planning (ERP) projects. Thus, it is necessary to perform an assessment at the initial stage of an ERP implementation program to identify weaknesses or problems which may lead to project failure. No definite practical solution could be found for these kinds of problems in the literature. In this paper, a new look at the determinants of a firm’s readiness to implement an ERP project is presented and using fuzzy analytic network process a practical framework is developed. The firm’s current conditions regarding ERP project can be determined and necessary changes prior to implementation of ERP system can be specified. The readiness for ERP implementation is decomposed into project management, organizational, and change management areas and the assessment factors are identified after comprehensive study of critical success factors on ERP implementation. The proposed framework is applied to a real case and the advantages are illustrated.     

Active ERP implementation management: A Real Options perspective

Although enterprise resources planning (ERP) implementation has been one of the most significant challenges of the last decade, it comes with a surprisingly high failure rate due to its high risk nature. The risks of ERP implementation, which involve both technical and social uncertainties, must to be effectively managed. Traditional ERP practices address the implementation of ERP as a static process. Such practices focus on structure, not on ERP as something that will meet the needs of a changing organization. As a result, many relevant uncertainties that cannot be predefined are not accommodated, and cause the implementation fail in the form of project delay and cost overruns. The objective of this paper is to propose an active ERP implementation management perspective to manage ERP risks based on the Real Options (RO) theory, which addresses uncertainties over time, resolves uncertainties in changing environments that cannot be predefined. By actively managing ERP implementation, managers can improve their flexibility, take appropriate action to respond to the often-changing ERP environment, and achieve a more successful ERP implementation.     

基于ERP/BPM 集成的制造业质量管理系统

针对传统ERP系统在制造业质量管理中的不足,提出了基于ERP/BPM集成的质量管理系统解决方案。在对ERP质量管理模块及BPM流程管理研究的基础上,构建了ERP与BPM集成的质量管理信息系统模型。结合企业的实施项目,详细阐述了ERP和BPM集成的方法和步骤,验证了ERP/BPM集成质量管理系统的可行性及优越性。     

Evaluating ERP Projects with multi-attribute decision support systems

The purpose of this paper is to evaluate global ERP implementation projects through their project lifecycle. In this process, prevalent critical success factors are transformed into five so called global efficiency factors (GEF's) and applied in a multi-attribute evaluation model. The GEFs represent the elements of the global ERP project design: (1) Business process re-engineering based on ERP system requirements, (2) Legacy systems, (3) System configuration, (4) Alignment with the corporate level and (5) Project Synergy. The evaluation model evaluates each project phase from the perspective of these GEFs. We analyzed five case studies to show the impact of the GEFs on each project outcome.     

Managing project risk using combined analytic hierarchy process and risk map

The main purpose of the study is to develop an integrated framework for managing project risks by analyzing risk across project, work package and activity levels, and developing responses.Design/methodology/approachThe study first reviews the literature of various contemporary risk management frameworks in order to identify gaps in project risk management knowledge. Then it develops a conceptual risk management framework using combined analytic hierarchy process (AHP) and risk map for managing project risks. The proposed framework has then been applied to a 1500 km oil pipeline construction project in India in order to demonstrate its effectiveness. The concerned project stakeholders were involved through focus group discussions for applying the proposed risk management framework in the project under study.FindingsThe combined AHP and risk map approach is very effective to manage project risks across project, work package and activity levels. The risk factors in project level are caused because of external forces such as business environment (e.g. customers, competitors, technological development, politics, socio-economic environment). The risk factors in work package and activity levels are operational in nature and created due to internal causes such as lack of material and labor productivity, implementation issues, team ineffectiveness, etc.Practical implicationsThe suggested model can be applied to any complex project and helps manage risk throughout the project life cycle.Originality/valueBoth business and operational risks constitute project risks. In one hand, the conventional project risk management frameworks emphasize on managing business risks and often ignore operational risks. On the other hand, the studies that deal with operational risk often do not link them with business risks. However, they need to be addressed in an integrated way as there are a few risks that affect only the specific level. Hence, this study bridges the gaps.     

T公司软件项目实施风险管理研究

运用德尔菲法、层次分析法和熵权法进行T公司软件项目实施风险因素评价体系的构建和指标权重的确定。构 建了一套由财务风险、技术风险、管理风险、外部风险4个一级指标和需求风险、功能实现风险、内部人员风险、客户人员风险 等20个二级指标组成的软件项目实施风险因素评价指标体系。建立了一套软件项目实施风险因素评价指标体系,提高了T 公司软件项目实施风险管理水平,为项目顺利实施提供了保障。     

基于粗糙集理论的ERP 系统实施风险控制指标属性约简

现有企业资源计划((ERP)系统实施风险评价指标体系的主观性较强.存在冗余现象,缺乏合理的建立依据.对此,通过引入粗糙集理论中的属性约简法,结合15家己实施ERP系统的企业实例,对ERP系统实施风险控制指标进行属性约简.结果表明,粗糙集属性约简理论在ERP系统实施风险控制指标体系约简中的应用是有效的,并得出了包含人力资源管理、企业建模、项目管理等7项重要风险因素.     

ERP实施风险分析与管理

ERP体现了当今国际上先进的企业管理理论，是企业信息化集成的最佳方案。然而，目前普遍存在着ERP系统实施成功率不高的状况。本文分析了ERP实施阶段存在的主要风险，并提出了风险管理对策。