应用AHP层次分析法评估ERP项目风险

风险评估是项目风险管理的基础，是确保ERP项目成功实施的关键。根据国内企业的ERP实施现状，分析了实施ERP项目存在的三大风险：软件风险、实施风险和管理风险。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，结合山西恒康ERP实施项目，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。     

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。     

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项目的监督

ERP项目是指公司借助于计算机技术,运用企业资源计划（EnterpriseResourcePlan,简称ERP）的理论和应用软件,优化公司业务流程,实现现代化管理的全过程。客观存在的实施ERP系统失败的案例,促使企业的经营者特别关注如下问题：如何保证成功地实施ERF系统？针对该问题,现代管理理论专家、学者,ERP软件的供应商及管理咨询公司都对ERP项目做了全过程的研究;收集、分析ERP项目的影响因素,制定出方法论指导ERP项目各个阶段的具体活动;将ERP项目的综合影响因素,纳入ERP项目管理的控制之中,提高ERP系统实施的成功率。方法…     

浅谈企业ERP系统的实施

企业ERP系统的成功实施对于提高企业的竞争力具有十分重要的积极意义,其实施的成功受到多方面因素制约,都能左右和制约ERP项目实施成败,应引起重视.本文分析了ERP系统实施中存在的一些问题,并提出了一些解决问题的对策,这对企业实施EKP系统有一定的借鉴意义.     

ERP系统实施风险分析

企业实施ERP将引起各个方面的巨大变化,将为企业带来巨大的经济效益,这是毫无疑问的。 ERP系统集成了企业运营的各个方面,一个完整的ERP系统亦即是人力资源、财务、销售、制造、分销以及供应链管理等的集成。这种集成能使企业多方受益：对竞争压力和市场机会的迅速反应、灵活的产品装配、减少库存以及更加有效的供应链管理。 但是在我们看到ERP实施的巨大利益之时,应当清楚ERP的实施更是一场高风险的管理革命。一、ERP系统实施的风险分析1、ERP系统实施的内容ERP系统实施是一次管理改造工程而非纯IT工程,ERP系统的实施需要…     

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投资经济效益分析

ERP进入中国已经有十年了,一些大、中型国有企业,民营企业以及三资企业都实施了ERP。站在ERP软件供应商和系统实施方的立场上,这些实施基本上都是成功的;而站在企业的立场上,则有很多分歧;有的企业收益很大,有的则差别不大,有的则打碎了牙往肚子里咽,失败了还不好意思说。企业怎样才能知道自己是否实施成功?成功与失败到何种程度?目前业界缺少一个客观衡量ERP实施成败的标准。本文试图建立一套评价体系,以期抛砖引玉,对ERP实施确立一个客观的评价标准。     

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。     

浅议ERP系统实施的策略和方法

本文分析了企业的ERP系统实施与管理改进创新的良性互动:ERP系统对企业管理的有效促进作用;企业创新活动促进了ERP系统的优化。提出了企业ERP系统实施评估与改善措施。由此,提出了企业ERP系统实施的策略和方法。因此,本文研究有助于企业ERP系统良好地实施与应用。     

Using Fuzzy Analytic Network Process to assess the risks in enterprise resource planning system implementation

The aim of this paper was to evaluate the risk level for both intra-organizational cultures and for different industries in implementing an enterprise resource planning (ERP) system. This study adopts the Fuzzy Analytic Network Process (FANP) method to assess ERP implementation risks, which were categorized into four dimensions: management and execution, software system, users, and technology planning. An empirical survey was conducted that utilized the collected survey data of 20 ERP experts in Taiwan to assess, rank, and improve the critical risks of ERP implementation via the FANP method. Based on the results of the FANP method, a follow-up survey of ERP end-users in different departments of three industries was conducted to assess how intra-organizational cultures and cross-industries affect users’ perceived risks a real world scenario. Our research results demonstrated that “lack of management support and assistance” is vital risk for a successful ERP implementation. Top management support and involvement are crucial and essential factors to the success of a firm's ERP implementation. “Ineffective communication with users” was found to be the second highest risk factor. The benefits of using the FANP method for evaluating the risk factors come from the clear priority weights between alternatives. Finally, this study provides suggestions to help enterprises decrease ERP risks, and enhance the chances of success of ERP implementations among intra-organizational cultures and across-industries.     

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.     

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。     

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。     

Risk management in ERP project introduction: Review of the literature

In recent years ERP systems have received much attention. However, ERP projects have often been found to be complex and risky to implement in business enterprises. The organizational relevance and risk of ERP projects make it important for organizations to focus on ways to make ERP implementation successful.     

Avoiding the Pitfalls of Erp System Implementation

ERP implementation is a massive undertaking fraught with risk. This article is filled with practical advice for minimizing these risks. It looks at the technical, operational, and legal aspects of ensuring a satisfactory ERP deployment.     

支持中小企业动态联盟的企业资源计划体系

在讨论ERP系统与应用企业的匹配性、中小企业动态联盟的特点及其ERP系统特征的基础上，提出一个基于盟主企业和盟员企业两大层面的ERP结构体系，并阐述了中小企业动态联盟在所设计的ERP环境下协同工作的业务流程．     

Modeling maintenance projects risk effects on ERP performance

Worldwide organizations have made important efforts to replace their legacy information applications by ERP (Enterprise Resource Planning) solutions. However, a suitable system implementation does not guarantee the ERP adoption success. This also depends on the modifications carried out in the system during the ERP maintenance. The implementation process of these changes is risky and may negatively affect application performance. Therefore, practitioners must handle the existing ERP maintenance risks in order to preserve the system performance. Hence, we propose an innovative and flexible technique to manage risks impacts on ERP performance.