信息化在工程监理中的应用

近年来,“信息化带动工业化、工业化促进信息化”的战略国策日益深入人心。相比建设工程监理,我国的信息化工程监理起步很晚,还处于探索阶段。信息化工程监理和一般的建设工程监理有极大不同,对建设工程监理有成熟的技术和方法,并且结果可以进行量化;而信息化实施过程中,有很多东西都是看不到、摸不着的,而且还很难进行检测。作为建设单位方利益的维护者,信息化工程监理面临着如何对信息项目进行监理,才能保证项目的高成功率,以最大限度地维护建设单位利益的课题。     

企业信息化ERP项目的应用与管理研究

本文在总结分析研究了浙江省内外企业信息化ERP应用项目经验教训的基础上,结合工作实际论述了企业开展ERP信息化应用项目的一系列问题,如:部分企业信息化ERP应用项目失败的原因和企业在开展信息化应用过程中,要全面的进行系统分析、调研论证、申请立项、施工安装、人才选配、组织管理等各主要环节的工作要点,确保企业信息化ERP应用系统项目投入应用后长期稳定运行,为企业创造最佳的综合经济效益。     

软件工程监理工作要点综述

随着信息化的深入发展,信息化项目监理已得到越来越多的重视,而软件工程监理是其中一项重要的工作内容本文对软件工程监理工作中的要点按照监理工作中的项目招标、需求分析与管理、监理测试、系统试运行和系统初验等几个重要活动进行了讨论,对信息化项目监理工作中的实践经验进行总结和分享。     

电力ERP系统高效培训研究

ERP建设中,ERP系统培训的质量将直接影响ERP系统上线后的业务处理的成效,只有采用科学有效的培训体系,才可以保证培训工作的实效,才可能保证项目的顺利实施以及项目上线后长期的稳定运行。     

信息系统工程监理探讨

在分析了我国信息系统工程监理的必要性和可行性的基础上,针对目前信息系统工程监理机制的初级阶段情况,探讨了信息系统工程监理的方法和手段.对如何加强项目前期监理、坚持项目全过程动态监理提出了有益的见解.另外,鉴于软件工程的特点以及其对信息化项目的重要性,对软件工程的监理进行了单独研究.     

ERP项目实施普遍存在的问题与应对措施分析

最近几年,企业资源计划成为很多企业实现信息化的首要选择,但是许多企业在对ERP项目进行实施时,普遍都遇到了许多问题。ERP项目在实施时出现问题,不仅会给企业的经营管理带来风险,也会对公司的财务带来不良的影响。文章通过对ERP项目实施中存在的问题进行分析,提出了解决这些问题的应对措施。     

竞争催生运营企业信息化

对于ERP厂商来说,像网通这样成功实施ERP的电信运营商太少。ORACLE、SAP这些国际巨头以及金蝶这样的国内ERP厂商都在盯着运营商,但与同其它行业的企业签约ERP项目的喧嚣相比,在电信行业,它们目前不得不沉默下来。因为除中国网络通信有限公司外,还没有一家国内的电信运营商宣布,将要实施ERP计划。但谁都知道.为电信运营商做ERP是多么肥的一块肉。ERP厂商们就像一群旱季里非洲草原上的猎食者,静静等待猎物的到来。除此之外,它们似乎别无选择。但ERP只是企业实施信息化过程中的一个环节。没有实施ERP.并不意味着国内电信运营商的信息化建设滞后。市场竞争的激烈已经使得运营商把企业的信息化当成提高能力的有力的武器和手段。它们的信息化建设正进行的如火如荼。     

关注ERP的可操作性

1999年7月,嘉陵准备上ERP项目,在三家供应商中做艰难的权衡之后,嘉陵认为浪潮通软在企业信息化中提供的ERP解决方案比较切合实际,它的标准版本和改进版本能够适应企业的发展,因而最终选择了浪潮通软方案。在参观了中石油和烟台汽车的ERP应用之后,嘉陵更坚定了自己上ERP项目的决心,     

电力企业ERP软件项目实施的相关思考

在电力企业,应用电力ERP软件项目,不仅可以有效实现物资、设备、项目、资金的信息化管理,还有利于各业务部门的协同作业,确保企业生产经营的高效运行。以下本篇针对电力ERP软件项目,分析思考其在实施过程中遇到的困难与对策。     

IT监理制度走向务实

保证信息化建设的规范与高效，必须引入监理机制；监理什么，如何监理。是关乎监理工作能否顺利开展和取得成效的关键；建立完善的监理制度势在必行，如何将理论落到实处还有很长一段路。     

Managing ERP Implementation Failure: A Project Management Perspective

Information technology (IT) projects are susceptible to changes in the business environment, and the increasing velocity of change in global business is challenging the management of enterprise systems such as enterprise resource planning (ERP). At the same time, system success depends on the rigor of the project management processes. scope creep, poor risk management, inadequate allocation of human resources over time, and vendor management are some common problems associated with the implementation of an enterprise system. These issues pose threats to the success of a large-scale software project such as ERP. This research adopts a case study approach to examine how poor project management can imperil the implementation of an ERP system. Having learned the lessons from the failure of its first ERP implementation, the company in this case reengineered its project management practices to successfully carry out its second ERP implementation. Many critical project management factors contributed to the failure and success of this company's ERP system. This study explores and identifies critical elements of project management that contributed to the success of the second ERP implementation. For those organizations adopting ERP, the findings provide a roadmap to follow in order to avoid making critical, but often underestimated, project management mistakes.     

ERP环境下的采购管理系统的设计与实现

研究了采购管理系统在现代ERP系统中的地位厦在系统中信息交互的模式。并着重探讨了定单生产式企业的采购流程和采购周期等。井且结合开发实例研究了ERP环境下销售管理系统的设计方案、体系结构及功能模型。在应用实例中给出了ERP环境下的实施销售管理系统的具体解决方案厦其实现的部分细节。系统具有较好的信息交互性和可扩充性。     

A Requirements Analysis Model Based on QFD

The enterprise resource planning (ERP) system has evolved from material requirements planning (MRP) and manufacturing resource planning (MRPII), and combines both the business processes of the organization and IT into one integrated solution[1]. The ERP system can help enterprises alleviate incompatibility issues by making disparate computer hardware and software systems communicate with one another, shift from a traditional functional mode to a business process mode and can optimize the…     

PCB企业成功实施ERP要素研究

PCB行业对于员工的学习力、问题处理能力、动手能力、从业经验都有着很高的要求,而目前大专院校并未开设与PCB研发、生产直接相对应的专业,电子电路专业只涉及到非常少的PCB知识。以上现状导致招聘专业人才难度加大,高精尖的PCB专业人才成为稀缺物种,企业应认识到这一问题,早作计划,为长远考虑,找人才不如培养人才。     

大型ERP系统集中部署模式研究

进入信息化发展的高阶阶段之后,大型企业ERP系统集中部署的需求愈发迫切、趋势愈发明显。该文根据ERP集中部署工程实践经验,提出了物理集中、分模块集中、分区域集中以及全集中等四种ERI,集中部署模式,并详细分析了四种ERP集中部署模式的优势和劣势,提出了大型企业选择ERP集中部署模式的考虑因素,分析了ERP集中部署的案例。     

基于网络计划技术的项目进度控制和定量分析在ERP项目中的研究与应用

本文主要介绍网络计划技术的概念和工作原理,分析了旧有管理模式和技术手段的不足,提出了网络计划技术在项目进度控制和定量分析中的应用方法。通过一个实际的ERP项目给出了网络计划技术在工程实践中的具体应用步骤。     

An Investigation of Customization in ERP System Implementations

This research investigates why certain enterprise resource planning (ERP) system adopters have pursued high levels of software customization during implementation despite the generally accepted best-practice heuristic of limiting customization. Qualitative data from ERP adoption projects and consultants working with ERP implementations have been collected. This study empirically identifies customization drivers and explains their relationship to customization. The results suggest that high customization may occur because of: unnecessary redevelopment of functionality that is available in the ERP system standard, resistance to change based on cultural issues and low project acceptance, insufficient weight given to the implementation team's recommendations, and the implementation team's lack of opposition to customization requests. The results of this study also explain how these problems occur and why they lead to overcustomization.     

Rescuing Troubled Software Projects by Team Transformation: A Case Study With an ERP Project

Many software projects fail, whether failure is measured in terms of budget, schedule, or some other requirement. The causes of such failures are many, but are not always easily recognized. This is not the least due to the human dimension of corporate activities, as spurious or misdiagnosed issues in Enterprise Resource Planning (ERP) projects can take on a life of their own and become a magnet for company politics. This paper reports an industrial case in which the senior management attempted to deal with a troubled ERP implementation (SAP R/3) in an international fast moving consumer goods (FMCG) company during 2001 and 2002. This paper reflects this dimension as it uses original emails and PowerPoint slides to recount a number of representative episodes in a troubled but ultimately successful project. At the heart of this success is the realization that whereas it can be difficult and time-consuming to do root-cause analyses, it is relatively simple to identify problem owners. In this case, the senior management without IT backgrounds turned around a failing project by reorganizing the team structure according to process areas so that issues in each process area had one problem owner. We summarize the management's actions into a troubleshooting framework, and in addition, suggest three actions for rescuing troubled projects: keep the project manager but narrow down the manager's scope of responsibility to one or two process areas; assign the right people to be responsible for other process areas; and have the General Manager chair the ERP meetings.     

ERP项目实施对策探讨

从社会环境、软件供应商与项目实施咨询服务公司三方面分析了ERP项目实施成功率低的外部原因；从目标、领导、人才、信息、资金、沟通与协调等论述了ERP项目实施成功率低的内部原因。针对这些因素，提出了慎选合作伙伴、获得领导的充分授权、培训与引进人才等一些切合实际的相应对策。     

PMS与ERP系统的有机结合

随着我国市场经济的快速发展,知识经济,管理时代的来临,项目管理越来越被更多的企业所重视。通过项目管理系统(PMS)与ERP系统进行有机结合来阐述以建设单位为中心,设计、施工、监理、财务、营销、采购等相关单位或部门共同参与的全方位固定资产投资项目管理系统的实现,从而更好的实现固定资产投资项目管理过程中的工程质量、工程进度、工程成本三大目标的控制。