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。     

成功实施ERP的关键要素

一、系统规划和需求分析是实施过程中的关键要素 系统规划本应该是ERP建设过程中的关键环节,但经常被忽视.一些企业往往是在日常管理中对很多问题感到力不从心,于是在懵懵懂懂中觉得要上计算机项目加以解决,然后在未经科学规划和认真进行需求分析的情况下仓促上马,结果事与愿违,最后不了了之.因此,在系统规划阶段,有几个方面是一定要认真分析、对待的.     

企业ERP实施关键成功因素探讨

EPR是系统是一种管理思想基于这种前提下才是企业管理的工具,它主要是以市场为导向的对企业的资源优化配置其重要作用载体,作为管理方面的新型软件在企业的管理中还有些不成熟,怎样才能使ERP在企业中成功的实施,在文中对成功的关键因素进行了探讨.     

ERP系统成功实施的关键

ERP是从MRP发展而来的新一代集成化管理信息系统,它是在MRPⅡ功能基础上的扩展,其核心思想是供应链管理。它跳出了传统企业边界,从供应链范畴去优化企业的资源,是网络经济时代的新一代信息系统,它的实施应用对于改善企业业务流程、提高核心竞争力、整合企业的各种资源起着非常重要的作用。正因如此,在实施应用ERP的过程中,并不是一帆风顺的,有些企业为此付出了大量的人力和物力,最终却没有为企业带来预期的经济效益和管理效果,直至陷入了一种不断投入,却无法得到合理产出的投资旋涡,以至于使部分企业失     

保障项目成功实施的四个关键

早期试水者经历的ERP惨败，为后来更多的企业趟平了ERP路上的种种“雷区”。越来越多的企业成功实施ERP，最近长城宽带网络服务有限公司也传来了佳音。     

成功实施ERP的最佳时期

彼得·德鲁克认为,未来十年的中国是“管理的10年”。未来成功的企业将是创新、柔性、信息和知识生产型企业,企业管理将实现信息化,信息化水平则理所当然成为一个企业综合实力的重要标志。无庸置疑,中国企业在信息技术上的投资将会继续保持增长态势,近年来ERP系统由于集信息技术与先进的管理思想于一身,逐渐被越来越多的企业所青睐。在这里,笔者从BPR和财务管理信息化要素方面,也对“如何实施ERP”这个老生常谈的话题发表一点个人看法。企业资源计划穴Enterprise,Re鄄sourcesPlanning,ERP雪是由美国的计算机技术咨询集团GarterGroup…     

ERP项目成功实施的绝佳途径

针对国内企业实施ERP的现状,如果企业能够充分利用精益生产的优势,将ERP的实施与精益生产二者有效结合,相信我们的企业同样能够通过ERP的实施,快速提升企业的管理水准,达到世界超一流企业的水平。     

ERP项目实施成功的因素分析

一、在项目实施前做科学充分的需求分析 有不少企业认为,ERP是“标准化的企业管理模式”,因此在上ERP项目时,只需要直接套用即可,而用不着去搞什么需求分析（或系统分析）。     

基于开源软件的项目成功度量概念模型及验证

研究了对开源社区软件间进行开发的各项数据,采用挖掘存储库数据的方式获得一种可以客观量化开源软件成功度的简易方法,确保开源软件开发团队能够全面掌握开发软件的成功程度及整个开发团队的情况,找到开源软件取得成功的各项因素.本方法利用开源社区存储库数据,实现了对开源软件质量、团队活性、用户参与度、软件规模各项要素的客观、准确描...     

论ERP实施成功的几点分析

企业资源计划（ERP）是信息时代的现代企业向国际化发展的一种全新的管理模式,在引入这个模式的过程中,新的管理概念和现代化管理手段是提高企业管理水平和市场竞争力的关键。本文就ERP实施过程中关键的几点分别进行了相关阐述。     

A decision support framework for metrics selection in goal-based measurement programs: GQM-DSFMS

Software organizations face challenges in managing and sustaining their measurement programs over time. The complexity of measurement programs increase with exploding number of goals and metrics to collect. At the same time, organizations usually have limited budget and resources for metrics collection. It has been recognized for quite a while that there is the need for prioritizing goals, which then ought to drive the selection of metrics. On the other hand, the dynamic nature of the organizations requires measurement programs to adapt to the changes in the stakeholders, their goals, information needs and priorities. Therefore, it is crucial for organizations to use structured approaches that provide transparency, traceability and guidance in choosing an optimum set of metrics that would address the highest priority information needs considering limited resources. This paper proposes a decision support framework for metrics selection (DSFMS) which is built upon the widely used Goal Question Metric (GQM) approach. The core of the framework includes an iterative goal-based metrics selection process incorporating decision making mechanisms in metrics selection, a pre-defined Attributes/Metrics Repository, and a Traceability Model among GQM elements. We also discuss alternative prioritization and optimization techniques for organizations to tailor the framework according to their needs. The evaluation of the GQM-DSFMS framework was done through a case study in a CMMI Level 3 software company.     

Critical success factors revisited: success and failure cases of information systems for senior executives

The literature suggests the existence of critical success factors (CSFs) for the development of information systems that support senior executives. Our study of six organizations gives evidence for this notion of CSFs. The study further shows an interesting pattern, namely that companies either “get it right”, and essentially succeed on all CSFs, or “get it completely wrong”, that is, fall short on each of the CSFs. Among the six cases for which data were collected through in-depth interviews with company executives, three organizations seemed to manage all the CSFs properly, while two others managed all CSFs poorly. Only one organization showed a mixed scorecard, managing some factors well and some not so well. At the completion of the study, this organization could neither be judged as a success, nor as a failure. This dichotomy between success and failure cases suggests the existence of an even smaller set of “meta-success” factors. Based on our findings, we speculate that these “meta-success” factors are “championship”, “availability of resources”, and “link to organization objectives”.     

A step-by-step performance assessment and improvement method for ERP implementation: Action case studies in Chinese companies

The implementation of enterprise resource planning (ERP) is a complex process, and the failure rate remains very high. The literature has reported over 80 critical success factors for ERP implementation, but companies typically do not know to exploit them. In this article, a step-by-step assessment and improvement method for ERP implementation is proposed and applied in three companies. First, a five-stage ERP implementation model is proposed. Second, about 80 critical success factors (CSFs) from the literature are elaborated into key performance indices (KPIs), which are associated with each stage of ERP implementation by ten local ERP experts. Third, the weights of the KPIs are calculated using the Dumpster–Shafer method and the evaluation of ten experts. During the implementation process, performance is measured at each stage and remedial actions are identified if the performance is below expectation. An implementation flowchart is developed based on a five-stage model and the philosophy of continuous improvement. Three action cases in Chinese manufacturing companies are conducted to illustrate the effects of the assessment model, which is also currently being used by a consulting company specialising in ERP implementation. With further evaluation by local experts, the model has the potential to serve as a guideline for ERP implementation in other countries.     

Identification and classification of ERP critical failure factors in Iranian industries

Implementation of Enterprise Resource Planning systems (ERPs) is a complex and costly process, which usually results in serious failures. The majority of previous studies and research projects have been conducted in identifying ERP Critical Success Factors (CSFs) rather than Critical Failure Factors (CFFs). On the other hand, most studies have been devoted to developed countries, while in developing countries, many companies have moved towards using such systems. The majority of IT/IS management standards and guidelines have been developed by technologically-leading countries. But developing countries, which mostly confront with especial challenges, have a different condition from the implicit assumptions of leading countries. Iran is one of these countries that many of its ERP implementation projects led to failure. There is no comprehensive study that identifies ERP CFFs in Iranian industries. The main purpose of this study is to identify such factors and classify them to help other industries, consultants and implementers to prevent failures in the implementation of ERP projects. So, at first, with the semi structured interviews and literature reviews, 47 failure factors were identified. After that a questionnaire developed and sent to ERP project team members in Iranian industries that failed in their ERP projects. Robust Exploratory Factor Analysis (EFA) has been used for data analysis, which finally classified critical failure factors in seven groups named as vendor and consultant, human resources, managerial, project management, processes, organizational and technical. The results of this study have provided a very useful reference for scholars and managers to identify the relevant issues of ERP projects failure in developing countries.     

Relationships among ERP post-implementation success constructs: An analysis at the organizational level

Enterprise resource planning (ERP) systems implementation success factors have been widely researched; however, few have investigated ERP post-implementation success in organizational contexts. The paucity of research into ERP system success evaluations partly motivates this research. To that end, the objective of this study is twofold. First, it primarily investigates the relationships among six constructs or dimensions in a respecified ERP system success measurement model, which was developed from prior relevant frameworks. Second, this research adds to the body of knowledge in the information system (IS) success evaluation domain, especially with its focus on ERP packages. The extended ERP system success model was tested using data collected in a cross-sectional field survey of 109 firms in two European countries. Structural equation modeling (SEM) was used to test six relevant hypotheses. The SEM results showed that five out of the six hypotheses have significant, positive associations. Namely, the constructs of System Quality, Service Quality, Individual Impact, Workgroup Impact, and Organizational Impact have strong relevance in ERP success conceptualization, whereas Information Quality does not, at least, in the context of our data. The pertinence of the study’s findings for IS success evaluation as well as its implications for practice and research are discussed.     

The critical factors of success for information service industry in developing international market: Using analytic hierarchy process (AHP) approach

In the past few years, due to changes in industry structure, market and the saturation of the domestic market, information service firms have started to develop the international market. Hence, to continue running their operations and maintain profitability, they should effectively control the related factors in the development of targeting a market. The purpose of this paper is to find the critical operational factors of the information service industry in developing the market and to provide a referential framework for operations in the information service industry. This research is firstly base on the business model discussed in relevant literature, using cross-case study to observe different domains for the operational strategies and critical factors of those top information service companies combined with thorough interviews with their top management executives, experts, and consultants. Finally, we concludes by proposing six elements of business model and 20 critical factors for using AHP method, and also calculates the quantitative weight of those elements and factors. We also take typical commercial software companies for examples to analyze their strategies of entering the international market.     

Segmenting critical factors for successful knowledge management implementation using the fuzzy DEMATEL method

Knowledge is a key source of sustainable competitive advantage. In response to increasingly drastic and competitive environments, many organizations wish to better utilize and manage knowledge for business success. For the purpose to execute formal knowledge management (KM) effectively, some works have suggested several critical factors of KM implementations. However, in a strategic view, such a list of critical factors must be further honed to increase practical usefulness, as not all critical factors necessarily share the same importance. Moreover, assessing the importance of critical factors inevitably involves the vagueness of human judgment. Hence, this study presents a favorable method combining fuzzy set theory and the Decision Making Trial and Evaluation Laboratory (DEMATEL) method to segment the critical factors for successful KM implementations. Also, an empirical study is presented to illustrate the proposed method and to demonstrate its usefulness.