项目管理外文翻译----ERP项目实施成功因素和风险管理

ERP系统项目成功实施的关键因素分析摘要：自上世纪九十年代中期，许多中国企业就开始引入世界级的高端大型ERP系统。

十多年过去了，如何才能成功实施大型ERP系统，虽然已经有了非常多的公认观点，但依然是个恼人的问题。

企业企图利用信息化手段改革企业的管理模式、运营方法，试图以一个华丽的转型从而使企业获得更客观的效益以及巩固企业在大市场经济体制下的一席之地。

但如果莽撞地实施ERP系统，非但不能从中得利，反而会带来意想不到的问题，甚至可能危害企业的发展。

关键词：ERP实施风险实施ERP前实施过程中五十铃自从有了应用软件，就有了实施问题。

它们像两个孪生兄弟，谁也离不开谁。

ERP软件是应用软件的典型代表，它的实施成功率之低是一个不争的事实。

实施问题成了应用软件界议论最多的话题，是软件开发商和客户同样头疼不已的问题。

首先，ERP实施的风险有以下几点：1、企业诊断和需求分析结论错误；2、选择合作伙伴和ERP软件的方法和步骤不对；3、没有明确的项目定义；4、没有熟练掌握软件的功能和应用，数据或参数设置错误；5、忽视模拟运行，在条件尚不成熟的情况下急于投入实际应用；6、忽视结合企业管理的实际问题运行系统，得不到基层员工的支持。

这些仅仅是一些常见的问题，企业在实施ERP项目时，结合实际情况还可能出现更多风险，若无事先研究制定预防措施和对策，极有可能弄巧成拙，反而措手不及，以失败告终。

另外，不是任何企业都具备成功实施ERP条件的。

对于某些不是建立在科学管理基础上的企业，管理层次紊乱，各部门间的工作要求不清晰，职能划分不清，这些都会给实施ERP带来巨大的风险，一旦有风吹草动，完全有可能败下阵来。

所以，在实施ERP前，企业必须未雨绸缪。

可以从以下几方面着手：一、分析企业内部需求，各部门、各管理层之间的联系。

首先作为实施ERP的企业，应该深入分析企业实施ERP的动因，管理层的现状以及组织结构，是属于扁平结构还是高型结构，管理层又有哪些职能部门构成。

总结企业ERP项目实施成功要素企业如何成功实施ERP项目?这是从事ERP事业的人员关心的话题，也是准备实施或正在实施ERP项目的企业为关心和经常提及的话题。

在很多的报刊、杂志以及咨询管理的网站，我们可以看到各种各样的文章，经验总结、失败教训、统计分析、具体实施方法等等，五花八门。

随着ERP系统应用的日渐普及，人们对于实施ERP的神秘感和挫折感正逐渐淡去，而代之以一种更理性的态度，去寻找成功实施的正确方法。

在这里，根据自己多年的实施经验从实施策略、组织机构、人员配置、培训工作等几个要素方面做一下总结：要素之一实施过程中要讲究策略首先、做好项目实施的总体规划。

在项目开始实施前，首先要做好项目实施的整体计划，各分项目的实施都应在整体计划所划定的框架内进行，以保证整个项目实施的协调一致。

企业在上ERP项目前必须清楚企业自身的现状，明确引入ERP项目的目的，这样选型和实施都会做到有的放矢。

ERP实施与做板凳其实是一样的，不要总想得到完美的。

在确定本阶段实施ERP的具体目标和投入成本时，首先就要认识到的ERP 是不存在的。

千万不要被销售代表天花乱缀的承诺搞晕了头，你必须坚守己见，选择适合自己的、在行业内成功使用的ERP产品。

其次、充分利用企业现有的软、硬件资源。

在保证项目整体先进、合理的前提下，尽量利用企业现有的软、硬件资源，根据企业现有的软、硬件状况，提供接口与企业的ERP系统集成，并且充分利用现有的数据，以避免重复劳动、给企业带来不在计划中的支出。

再次、ERP系统采用分步实施的策略。

实施ERP这样一个大系统，涉及到人力、物力、财力的消耗都比较大，因此在遵循“满足需求、先进、科学、符合实情”原则的前提下，采用“总体规划、分步实施、重点突破、效益驱动”的实施策略是非常必要的。

第四、认真进行数据准备工作。

ERP系统的运行依赖数据的准确、及时和完备。

可以说数据准备工作是整个系统实施过程中头绪多、工作量、耗时长、涉及面广、容易犯错误且错误代价极大的一项工作。

企业实施ERP项目的风险及应对措施ERP(ENTERPRISE RESOURCE PIAN.NING)企业资源划系统,是以系统化的管理思想,以财务管理为核心,集物流、资流和信息流为一体,支撑企业精细化管理和规范化运作的管理信系统。

全面的实施ERP系统,可以提高业务水平,优化业务流程。

RP作为一种先进的、适合现代竞争环境的和管理哲理的管理理念方法,是帮助企业走向成功的最为有力的武器。

但是ERP在引进国的20年里,据不完全统计,国内企业ERP用户中实施失败率达70%。

有些企业在实施中或者失败,或者项目不了了之,或者施后没见到显著的效果,形成了骑虎难下的局面。

对于ERP这国货,是什么原因造成ERP在国内水土不服?又有何措施才能改变状能得以发展?一、企业实施ERP需要考虑的问题第一,ERP实施期长,保障充足的时间、人、财、物成为关键。

RP从立项到真正产生效益需要漫长的时间。

在实施期间内,只要RP系统运行未经考验确认正确,企业的业务就必须保持新老两套统并行运行,即所有相关人员既要跟随老系统运转、完成原有任,又要按照新的ERP系统要求、作好新的工作。

而且ERP上线并表示成功,上线以后通常先要经历一年左右的调整磨合期,其后,要不断紧随企业业务变化,及时对ERP系统相应的部分进行调或修改。

具有关研究表明,国外信息化较成熟的项目,也要在六七后才能慢慢见效益。

世界著名的雀巢美国分公司实施了世界第一牌SAP公司的ERP软件,可谓“强强结合”,足足用了6年时间基本能够运行。

企业在实施ERP过程中,不仅要支付百万甚至千元的软件费,还支付顾问费、硬件费、维修支持、调研、培训等费。

因此要充分考虑到如何融资以及潜在的风险。

第二,充分考虑系统软件的需求。

ERP系统并不是任何情况下必选。

不要因为ERP是时髦的系统而去开发实施,如果有的企业有的系统已满足要求时,就不一定马上要实施ERP。

如果企业决实施ERP,以软件为载体,要注意软监视系统的,任何一处改动都可能影响到该软件的其他部分,除非这个改动在软件编写前已经虑到并做了相应设计。

本科毕业论文（设计）外文翻译原文：The development of the overall budget management In the 1980s, as information technology development, the whole social economy started to varying degrees from the industrial age to information age change the economy, it also makes the budget management can be more timely, accurately, high quality of information and decision-making. But the traditional mode of the budget lacks flexibility, strength, the functions of time between conflicting a defect is, the corporations internal management control system of the core also begun to vacillate, overall quality management and balanced scorecard for new operations management, and more strategic management tools, methods are prevalent.In this context, the overall budget and overall budget management pattern emerged, with a budget management in the development of the two completely opposite attitude: improving and abandoning. Manage national marketing expenses, to use and control in accordance with the overall budget. The key factors are concluded. Finally, this thesis gives a comprehensive conclusion of implementing overall budget.Up with the proposed budget of the proposed that "exceed budget (budgeting) beyond that and stand for improving budget is a" to improve the budgetary (better budgeting) "all the homework that the budget and continuously improve budget and strategic budgeting for a new mode of the budget, it is in the budget" to improve the budget management and process innovation. Homework budget responsibilities and obligations of employees and management work to achieve the objective and can work out in competitive pressure under the influence of the employee work for the production of concern. continuing improvements in the budget management accounting has two relatively new challenges in the budget, the target of cost and continued improvement in the budget. The two methods of the origin and popular inJapan and throughout the world have found wide application. the continued improvement in the budget is clearly reflected in the final budget improve and implement all the improvement program budget. Continued improvement in the budgeting process, the budget is expected future performance. Tradition is not like to extend the present budget that the activities of the strategic budgeting) as the strategic budget of the new mode of application of the year. the company 37.6% of costs.In the next few years, the budget strategy in both theory and was the application and development. Ttrategies adopted the budget for the budget and process innovation, effectively save the costs and eliminating waste is the most important enterprises financial resources more attention and support of corporate strategy and tactics.Hop& Fraser think a traditional budget has become more effective participation of the obstacles to the existing budget and development of a new model is very necessary budgets, on this understanding, and in the management of the magazine publish the preliminary promise beyond the budget of the basic theoretical framework. Beyond the budget from the strict sense is not a budget model innovation, it just for the traditional budgeting and patterns of a challenge, for only the budget, the content and scope of the limitations on the cash flow forecast and plans and traditional budgetary control and motivation of the other performance management system to implement.From homework budget and continuously improve budget and strategic budget of the three modes, the budget, the management theory and methods become a model innovation by the major driving force. the management theory and methods to resolve the budget, the traditional in the new business environment and insufficient the plight of the innovation and the budget model innovation is the policy of the situation. Mentioned in this article has been widely accepted and many kinds of the application of the model, we have integrated enterprise management theory value the value of the budget, depending on the principle of balanced scorecard for balanced scorecard based on the budget of the budget. at the same time, the information age to the budget of the theory and methods of a comprehensive challenge, so at this stage of the budget model innovation, information technology budget had been in anumber of applications and related to integration.Overall budget management of enterprises overall, by scientific prediction, decision-making, monetary value and multiple forms of business in future fixed period of all the production and operation and financial results for the integrated management system.An overall budget system should bo implemented in order to effectively control the company"s cash flows and financial risks.The overall budget management system was carried through reflecting the earnestness and authoritativeness of budget implementation.It is the comprehensive management of enterprises are important tools, the internal management and control a major method. this method on a century since the 1990s in the general electric, and general motors produce, soon became large businesses the sops. from the original plan, coordination, development in the control, evaluation, incentives also has to wait in a comprehensive implementation of the strategy of enterprise management mechanism.Overall budget itself is not the ultimate aim, more as a corporate strategy and business performance between the tool. the budget implementation strategy, the overall budget becomes a strategy of enterprise experience in all departments and the process, implementation of concrete.At the same time, the overall budget system more effective allocation of resources reasonable basis for monitoring and measuring and enterprises and departments of the business performance and to ensure that final realization of the company's strategic objectives, the overall budget management of "hot" and the budget management concept "turmoil" is the coexistence of the overall budget is not conducive to the management of practice. The overall budget management is equivalent to "financial budget is limited, especially financial budget of" "it's easy to the" total budget for "" the position of financial aspects of the budget "even positioned as" financial departments of the budget ".Overall budget management are involved in several areas, The whole process and total integration of gender management system, a comprehensive control and restraint, it is not only the finance department. understand and hold a comprehensive budget management should be based on corporate management mechanisms, it is not merely a kind of management and control strategy, more a kindof management. EU leaders have agreed that the overall budget should focus more on competitiveness.Comprehensive budget management is to protect the enterprise funds and flexible working, reasonable control of the daily economic activities of enterprises within the expected range of the main methods to ensure the strategic plan is an important means of implementation and completion.In recent years, the theories and successful experiences about overall budget begin to attract more and more attentions of Chinese enterprises.Following the ERP, CRM, SCM, BI, collaboration and other business management software application, after wave, a new management software is on the rise, it is causing enterprises, especially medium-sized enterprises sought after and concerns of the overall budget management software. To some extent, the prevalence of overall budget management software is the enterprise to pursue the inevitable result of meticulous management. Because the face of fierce market competition, the traditional labor budget can not meet the needs of existing enterprises, enterprises or projects in the project when bidding for a comprehensive budget for the system to perform analysis. Currently, most of the management software are integrated into a comprehensive budget management, however, results from the use of point of view is not satisfactory. The author believes that a third party, non-financial as the core system of budget management software and services to better meet the needs of users.Comprehensive budget management is associated with the survival of investment business activities, business activities and financial activities, expected future situation (prediction and planning) and the control of management behavior and control arrangements. Over the years, for various reasons, a comprehensive budget management software, and the resulting advanced business management methods can not receive timely promotion and popularization of Congerdaozhi some companies and individuals of the current misunderstanding of their Cunzai, that the overall budget management Zhishi simple financial sector management, and other business not related to, this understanding is one-sided.Not only depend on overall budget management software, technical support, ismore important is to rely on management thinking and methods of support, its core is the management software only supporting management tools. Comprehensive budget management software more a management and financial software reflects more of a software application tools. Total Budget management processes and corporate accounting system provides financial management is not the same as it is in line with modern corporate business development management processes, rather than meet the corporate financial sector management practices. Because financial management is very professional and very formatted, to finance on the business to manage this is unrealistic. Project budget of project, application, etc. to be provided by the business sector, financial sector only as a support and assistance, it is feasible.For now, most companies budget for the management of the domestic financial sector by "single-handedly", as departments or asymmetric information gap created business unit personnel to the project budget management do not understand and budgeting, and other business applications are not clearly, the financial sector, this comprehensive budget management in full compliance with the national accounting system to be implemented, in fact, business is management accounting systems do not understand, so the final overall budget to make unscientific, but also difficult to enforce. Overall budget should be the corporate business sector and the financial sector to participate in the formulation and advice to businesses mainly supplemented by the views of the financial sector, so that can really do a good job overall budget management. Comprehensive Budget Management is becoming popular.Currently on the market overall budget management software from the applications level, divided up, roughly divided into four categories: one is a "financial center" of the overall budget management software, such as UF and Kingdee, this type of software features focused on financial management ; a class is a "process centric" comprehensive budget management software, such as the thick shield, its such a long time, these software features focused on enterprise business process data management; a class is "collaboration center" of the overall budget management software such as wave and so on, such software features focused on departmental business collaboration management; a class based on "data analysis center" of theoverall budget management software such as Hyperion and other such software, data analysis and management function focused on. Overall budget management of the financial management of different.In fact, these types of comprehensive budget management software, in varying degrees to meet customer needs, such as the Hyperion oil do to the budget management is mainly focused on data analysis, because the oil companies too, inter-departmental and more only focus on data analysis and management, that is its strength; while UF and Kingdee enterprise's comprehensive budget management focus in the financial budget management level, but for modern enterprises, the financial budget management alone can not meet business development needs, and can not adapt to enterprise development. Because the overall budget management is the core of management, and financial software management is in compliance with national accounting system for financial management, such as budget management is restricted.However, the Comprehensive Budget Management not the same, every company in the business, management, quite different in many ways, its own characteristics. These are two different concepts, a comprehensive budget management software focused on the management to focus more on business management, it should reflect the implementation of corporate strategy and business process management features such as. In fact, the overall budget management software reflected in management thinking must reflect the business owners and management decision-makers the idea of representing the interests of corporate management, to some extent, this is the need to adapt to modern business management, so management ideas and methods are correct. Only in this way, a comprehensive budget management software in the enterprise, under different management models applied up to promote the most effective and most successful.Currently, domestic enterprises in the overall budget management, not as foreign companies mature, many companies can not locate their own strategies, most companies still developing. Therefore, domestic enterprises must first make budget management. Budgeting premise is to make sales forecasts, sales forecasts are notscience can not determine and analyze the production budget. However, apart from a few of the several domestic monopoly Few outside the business can be done several sales forecasts.Visible, budgeting for the overall budget management of the enterprises are well how important it is. Currently, the market only a few manufacturers offer a comprehensive budget management software can help enterprises easily budgeting, budget control, budget analysis, to help companies determine the reasonableness of the budget preparation, budget analysis is scientific, so that enterprises understand the full budget.Generally, overall budget is regarded as an important component of management accounting and an important method of modern corporation management.Source:Kaplan RS & Norton DP,2001“The development of the overall budget management”. Accounting Horizons,June,pp.147-160.译文：全面预算管理的发展20世纪80年代以后，随着信息技术的迅速发展，整个社会经济开始不同程度地从工业经济时代向信息经济时代转变，这也使得预算管理者可以获得更加及时、准确、高质量的预测、决策信息资料。

ERP实施风险分析及管理（重庆大学工业工程系 400044）摘要：企业实施ERP（Enterprise Resource Planning），就是利用信息技术，改造传统业务经营模式，加强企业内部管理，整合企业资源，从而实现企业经营成本减少，市场竞争力提高的有效方法和途径。

然而在我国，企业实施ERP是一项周期长、投资大、风险高的项目。

本文首先从企业内、外部环境两方面,系统地分析了ERP的实施风险，建立了ERP系统实施风险评价指标体系；其次，着重对内部风险进行了深入分析，将其细分为：管理风险、技术风险、项目实施风险和系统运行风险，基本确定了风险源，对各风险因素发生的可能性及发生后对项目的影响程度进行了评估；最后，论文提出了风险规避的方法和防范的措施，提供了一套科学、有效的项目风险管理机制。

关键词：企业资源计划（ERP）风险分析管理0 引言随着全球经济一体化进程的加速，企业资源计划（ERP）日益成为众多企业首选的管理模式。

然而，ERP项目实施投资大、周期长、见效慢，在实施的过程中孕育着巨大风险，此外，国内ERP系统实施往往缺乏充分的项目准备和有效的实施方法，尤其是对风险评估和管理认识不足，存在很大的盲目性和随意性，更是加大了ERP实施的风险。

Along with accelerated process of global economy conbination , ERP has become the first choice of management model for many enterprises .However, ERP implement is a large- investment ,long-lifecycle ,high-risk project, which has extraordinary risks in the process of implement .In addition ,in China ERP implement is usually lack of full preparation and effective method ,especially in short of the understand in risk evaluation and risk management ,which leads to much blindness and random. All of these factors increase the risks of ERP implement.1 风险管理概述1 summary of risk management广义风险管理由风险的预测、识别、评估、分析、处置等环节组成，并通过计划、组织、指导、控制等过程，综合运用各种科学方法来实现其目标。

Prioritizing and Ranking Critical Success Factors forERPAdoption in SMEsVijayakumar Bharathi , Omkarprasad Vaidya and Shrikant ParikhIndian Institute of Management (IIM)The Enterprise Resource Planning (ERP) Adoption by Small and Medium Enterprises (SMEs) has invoked immense interest in the research community.Though ERP is believed as a key technology enabler and an effective management tool for organizations, the SMEs are faced with cost, resource and time limitations to adopt ERP into their business. Hence it is important to identify certain critical success factors that could be referred by SMEs to gain confidence in adopting ERP. The existing literature was explored and thirty Critical Success Factors (CSFs were identified for SMEs. The ERP adoption journey involves five sequential decision stages/phases namely planning,acquisition, implementation, usage and percolation and extension. We propose a framework to prioritize and rank CSFs using analytical hierarchy process(AHP) one of the widely accepted multi-criteria decision makingmethod(MCDM).keywords: ERP Adoption, MCDM, AHP, Critical Success Factors (CSFs),SMEs, Analytical Hierarchy Process1. IntroductionEnterprise Resource Planning (ERP) primarily means the integration of core processes in a set of given business functions of an organization like accounting,production, inventory, sales and distribution, human resource management, service and maintenance, logistics etc. ERP systems are software solutions for business managers that provide seamless integration of business functions also known as modules within an organization in a consistently visible manner. From its evolution as a mere inventory control package in the 1960s ERP today has been accepted as a driver of operational efficiency and growth of business (Pasha, 2007). ERP systems are always looked upon as large and complex systems and often called for fundamental changes in the current working of an organization.The foundation of the organizational core processes are re-laid during the process of an ERP implementation which affects the reporting and decision-making processes (Holsapple and Sena, 2005). Organizations that implement ERP expect productivity improvements, competitive advantage and meeting customer demands as key business drivers (Scott and Shepherd, 2002). Many ERP systems have failed during implementation or have resulted in forced abandonment due to the cost and time over-runs rendering an irreparable loss to the organizations (Davenport 1998). Evenlarge corporations have resulted in a complete failure to achieve the business objectives (Peterson, Gelman, Cooke, 2001).The Indian Industry, in particular, which comprises of many Small and MediumEnterprises (SMEs) in various segments or clusters are also influenced by Enterprise Resource Planning drive. However, the SMEs are constrained by size in terms of finance and business resources and they are hesitant and skeptical towards embracing information technology as a driver for growth (Dwivedy and Harigunani (2008),Misra (2009). SMEs, moreover, are limited in intellectual capital and supportivemanpower to drive the strategic IT initiatives of ERP. Hence considering these factors, ERP adoption for SMEs is a complex process.ERP Adoption is defined as an end-to-end journey of enabling an ERP workingenvironment in any SME. The journey of adoption involves five sequential, butdistinct phases namely planning, acquisition, implementation, usage and percolation and extension. These five phases are based on six different stages for adoption and system acquisition decision in the ERP system life cycle (Esteves and Pastor, 1999).The objective of this paper is to prescribe a set of Critical Success Factors (CSFs) to the Small and Medium Enterprises (SMEs) by evaluating some key decision phases for ERP adoption and then prioritize and rank relevant critical success factors in the decision phases. This will enable SMEs to take relevant decisions regarding suitability of ERP to theirbusinesses. In this study we have used Analytical Hierarchy Process (AHP), (Saaty, 1980, Vaidya and Kumar, 2006), one of the methods ofMulti-Criteria Decision Making (MCDM) for ranking and prioritizing the CSFs in each of the decision phases and the decision phases as a whole. This paper is divided into five sections. The next section discusses the relevant literature review. Section Three briefly explains Analytical Hierarchy Process as a MCDM tool. Section Four proposes the framework for prioritizing and ranking CSFs for ERP adoption by SMEs and the managerial implication on the prescribed list of CSFs and Section Five lists out the findings and future directions based on the results.2. Literature ReviewMany researchers have identified critical success factors for ERP implementation in SMEs. For instance, Esteves and Pastor (1999), proposed six different stages for adoption and system acquisition decision in the ERP system life cycle. These stages were a) Adoption decision, b) Acquisition, c) Implementation, d) Use andmaintenance, e) Evolution and f) Retirement. Oliver and Romm (1999) have alsorecommended the need for Adoption Decision. Gable and Stewart (1999)investigated certain factors in the ERP context specific to smaller organizations mainly in the implementation area. Sistach et. al. (1999) worked on a methodical approach to the acquisition of ERP solutions by SMEs. Tang and Bernroider (2003), in their preliminary empirical study of the diffusion of ERP systems in Austrian andBritish SMEs presented the work-in-progress of an international research project,wherein, they focused on the early stages of making the adoption decision, there after evaluating and selecting an ERP. Their study attempted to close some of the identified gaps in ERP research with an objective to link the results of the early stages of decision-making to implementation, usage and evolution success. Their study was restricted to the case of ERP software, but also provided insights into the potential of integrating ERP and other important applications like CRM and SCM.Laukkanen et al. (2005) investigated the relationship of enterprise size to the constraints and objectives of ERP. The survey data was based on forty fourcompanies and revealed that significant differences existed between small, medium-sized and large enterprises in the adoption of ERP system. The author found that smaller companies experience bigger knowledge constraints than their larger counterparts in ERP adoption. Niclas and Marcus (2005), in their study presented an overview on the critical success factors across different stages of ERP life cycle for SMEs. Juell-Skielse (2006) analyzed the organizational effectiveness due to adoption of ERP functions and the related CSFs. Tommaso, (2007) researched the ex-post evaluation of success factors of ERP in SMEs and found that the introduction of ERPs into SMEs cannot be on a sheer reproduction of the experiences with larger companies and represents a new challenge with significant uniqueness to be addressed. His research was specifically targeted to the SMEs, which already completed the process of adopting an ERP system. The objective was evaluation of these experiences ex-post by examining some improvement indicators associated with the ERP project. Bharathi, Parikh, (2009) in their study on building a Unified Theory on CSFs for ERP adoption in SMEs established five decision areas namely Planning, Acquisition, Implementation, Usage and Percolation and Extension include a set of 39 critical success factors which were identified based on some of the important drivers of each of these five decision areas.Doom and Milis (2009) in their survey on CSFs for ERP implementation in SMEs categorized CSFs into six categories namely vision, scope and goals, culture,communication and support; infrastructure; approach and project management. Some of their key findings amongst others were related to vision and strategic goals of the ERP implementation, senior management support, active user involvement, culture,internal communication, project approach and methodology and a proper mix of users in the project team. Snider, et. al (2009), in their case based research analysis of Canadian SMEs identified factors that differentiated between successfuland unsuccessful implementations. The practical implication of their study was that managers can better prioritize the implementation efforts and resource management if they were to identify relevant CSFs for SMEs. Some of the factors identified were operational process discipline, small internal team, project management capabilities,external end-users training, lack of formal communication etc. Upadhyay, Parijat and Pranab (2009) made a post implementation study on CSFs for ERP implementationin the Indian context which was targeted to the SMEs which had completed ERPadoption.Moreover, for quantification of CSFs researchers adopted a number of methodologies like scoring, ranking, mathematical optimization etc. to ERP Projects a summary of which is given in the following Table 1.These mathematical models may sometimes be ineffective in addressing theunquantifiable attributes prevailing in the real world and may also be difficult for managers to interpret and implement. This is because these models are developed by considering a specific scenario in an industry which may be different to the other industry. Moreover, our paper addresses the ERP adoption in Small and Medium Enterprises (SME) and hence we believe that use of MCDM can provide ease of nderstanding to the decision-maker in a SME.This study is an attempt to apply one of the widely used MCDM methods, the AHPto rank and prioritize critical success factors for ERP adoption in SMEs. Theexpected benefits of this research would be to have an understanding on the role of CSFs in each of the five decision phases of ERP adoption by SMEs. It will provide the decision maker to sequentially approach towards ERP adoption since ranking and prioritizing the CSFs and the decision phases will facilitate confident decision-making.This research enables the integration of subjective judgments aboutCSFs and decision areas with quantifiable numerical data. It also enables participation of the decision maker in learning, debating, revising and refining his decisions.3. The Analytical Hierarchy ProcessThe Analytical Hierarchy Process (AHP) was evolved by Thomas L. Saaty (Saaty,1980). It is a methodology for multi-criteria analysis for decision making that enables decision makers to develop a hierarchical structure and to evaluate a large number of selected qualitative factors in a sequential and systematic manner. It involves structuring the problem and then deriving ratio scales to integrate the perceptions and purposes into a synthesis. Based on the hierarchical model, the AHP provides a method to assign numerical values to judgments which are subjective in nature based on their relative significance. Usually AHP follows a decomposition approach by breaking the total problem into sub-segments in such a manner that each of these sub-segments can be analyzed appropriately in relation to the total problem.The goal of this type of decomposition of the total problem into multiple levels is to facilitate pair-wise comparison of all the elements at each level and further be able to establish a relationship with its previous upper level. The Saaty’s scale gives theintensity of significance and their justification. Some researchers have used AHP in ranking Information Systems selection. Schniederjans and Wilson (1991) used AHP to determine the relative weights of attributes along with goal programming for IS selection. Teltumbde (2000) proposed a framework along with Nominal Group Technique to ERP system evaluation. His study focused on some common criteria for ERP evaluation. Vijayakumar, Suresh, Subramanaya (2010) conducted a survey based on AHP to understand the criticalities of factors affecting ERP Implementation.Taking the AHP methodology as a foundation, this paper attempts to prioritize a set of selected CSFs in each of the decision phases of ERP Adoption by SMEs. AHP methodology is applied on each of the CSFs on the basis of priority value obtained from the Saaty’s Scale. Consequently,this methodology is repeated for the decision phases as well. AHP provides a way of assigning numerical values to subjective judgments on the relative importance of each element and then to synthesize the judgments to obtain which elements have the highest priority. While fixing the intensity of significance both odd number (1, 3, 5…) and even number (2, 4…)values were assigned. For arriving at the weighted averages only spreadsheets (Excel) was used considering the limited number of qualitative factors and comparable pairs, although software like Expert Choice and Super Decision are available to the researchers. The computational details were obtained from Saaty(1980).The advantages of using AHP in multi criteria decision making scenarios involves simplification of a complex problem into simple pair-wise comparisons, and construction of a hierarchy of goals, criteria and alternatives. It is very useful in complex decision-making. However, care should be taken in deciding the length of the process, which increases with the number of levels and number of pair-wise decisions and hence, the complexity as a whole.4. The FrameworkWe identified several critical success factors that could be useful for SMEs. These CSFs were then grouped into five different ERP decision phases. These ERP phases were identified as a) Planning, b) Acquisition, c) Implementation, d) Usage and Percolation and e) Extension. In the following section we explain these phases. The ranking and prioritization is explained by using AHP. The ERP Adoption Model and the CSFs are given below in figure 1.We now briefly explain the considered Decision Phases (stages) and their relevant CSFs.Planning (PLG)In planning some of the factors that trigger decisions include the current status of business processes in core functional areas and their integration. Some critical considerations are, current status of information flow efficiency, scope of ERP to cover mission criticalprocesses, organizational maturity with regard to ERP readiness, and expectations of process owners’ from a functional and technological perspective, time taken to go live with ERP and the budgetary requirements and financing pattern for the project.The success of planning decisions depends upon understanding the factors that bridge the gap between current and desired states of business. These decisions determine the seriousness of the planning phase for whicha set of five critical success factors are identified. They are●Goal and Scope of ERP (GS) relate to internal and externalbusiness environment for the SME, status of certain core andcustomer centricbusiness processes, information flow efficiency and the coverage ofbusiness functions considered for integration.●Proprietor/Partners’ Commitment (PPC) defines owner’sunderstanding on the significance of information systems as astrategic enabler for driving growth and expansion.●Culture and Change Receptiveness (CCR) defines the unit’s age,organization’s cultural understanding and the receptiveness toaccommodate and appreciate change.●Vision and Growth (VG) defines the owner’s passion in thebusiness andtheir trust about information systems as an enabler of realizing the vision in the long run.●Project Planning and Scheduling (PPS) explains the expected timehorizon for ERP implementation at the SME given the constraintsof cost and time.It also relates to the budgetary requirementsfor the project and selection of the most viable financingpattern. The pair-wise comparisons of these CSFs are shown inTable 2.The analysis of the critical success factors in planning show that proprietor/partners’commitment is ranked as most important over the other factors.Acquisition (ACQ)The factors in this phase relate to the challenging task of finalizing the right solution for the business which is expected to realize the SME’s future growth and expansion initiatives. The factors include current status of Information Technology (IT)compatibility, availability of industry specific ERP product vendors and their experience, scope of support before, during and after implementation, the available ERP delivery models and their standings, successful product implementation in the peer group, requirement and role of an external consultant, guidance and support from SME cluster/industry association and costs (both explicit and hidden) associated with the ERP solution.中小企业采用ERP的关键成功因素排序Vijayakumar Bharathi , Omkarprasad Vaidya and Shrikant ParikhIndian Institute of Management (IIM)研究团体对中小型企业采用ERP产生了极大的兴趣。

ERP项目管理的五要素引言企业资源计划（Enterprise Resource Planning, ERP）是一种集成管理软件系统，旨在整合企业各个部门的信息流、物流和资金流。

ERP项目管理是指在实施ERP系统的过程中，对项目进行有效的规划、组织、协调和控制，以确保项目按时、按质、按量地完成。

在ERP项目管理中，有五个关键要素需要重视，它们分别是目标、范围、时间、成本和质量。

本文将对这五个要素进行详细的介绍和分析。

一、目标目标是ERP项目管理的核心，它是项目成功的关键。

在ERP项目管理中，目标应该明确、具体、可量化和可实现。

目标的制定应该基于企业的战略规划和业务需求，同时考虑到项目的可行性和可持续性。

在制定目标时，需要明确项目的愿景和使命，并将其转化为具体的目标，以便于项目团队的理解和执行。

目标的制定应该包括项目的主要目标和次要目标。

主要目标是指项目的核心目标，通常是实施ERP系统所带来的效益和改进，如提高生产效率、降低成本、提升客户满意度等。

次要目标是指项目的衍生目标，如项目管理的效率和质量，团队的合作和沟通能力等。

在制定目标时，需要注意主次目标之间的关联性和平衡性，以避免目标之间的冲突和偏颇。

目标的实现需要制定相应的计划和措施，并进行有效的监控和评估。

在项目执行过程中，需要不断调整和优化目标，以确保项目的顺利进行和最终的成功。

二、范围范围是ERP项目管理的第二个要素，它涉及到项目的界定和边界。

在ERP项目管理中，范围的确定是非常重要的，它决定了项目的规模和内容，并直接影响项目的成败。

范围的确定应该基于项目的目标和需求，同时考虑到项目的可行性和可控性。

范围的确定需要进行需求分析和风险评估，以确保项目的可行性和可持续性。

在需求分析中，需要明确项目的功能和性能要求，并将其转化为具体的需求和规范。

在风险评估中，需要识别和评估项目的风险和障碍，并制定相应的应对策略和计划。

范围的控制需要进行变更管理和配置管理，以确保项目的进度和质量。

文档可自由编辑【ERPMRP管理】ERP的项目管理XXXX年XX月XX日优选家文库，精品Word实用文档，值得您拥用!ERP 的项目管理什么是erp 的项目管理(wht is project management for erp) 本着整体规划，分步实施的原则，对erp 项目所有方面的计划、组织、管理和监控,是为了达到项目实施后的预期成果和目标而采取内部和外部的持续性的工作程序。

这是对时间、成本,以及产品、服务细节的需求相互间可能发生矛盾进行平衡的基本原则。

建立起一整套行之有效的项目和风险管理机制,对提高erp 系统的实施成功率至关重要。

erp 项目管理相关背景(erp history of project management)既然erp 是企业管理信息系，实施应用必然要结合业务流程的优化，也就是企业资源配置的合理化，而企业的效益又依赖于描述这种配置规划模型的优化，那么就让我们把建立规划模型的优化作为我们首要的同时也是最终的目标，其他任务都放在次要的从属地位上。

在erp 的实施中，要把erp 与工业自动控制系统的概念分开。

erp 是一个资源调度或决策支持系统，其中有对生产、设备、能力及各种工艺的评估和计算，但不能等同于自动控制。

项目过程管理( project process management )erp 项目管理的系统性( a system view of project management )对于erp 项目的实施，软件商与用户企业的合作是长期的，因此在项目的开始就必须对项目的连续性和系统性加倍重视：(1)软件商能够伴随企业共同成长(2)软件商提供的erp 具有先进性(3)实施服务操作规范且文档齐全4)软件商实施服务人员稳定5)客户企业选拔项目负责人要慎重(6)企业需要建立有利于项目实施的规章制度erp 项目阶段控制和评测( erp project phases and test )一个完整的erp 项目通常包括三大阶段:需求分析、系统选型和系统实施；在系统实施阶段又可细分为实施计划、业务模拟测试、系统开发确认、系统转换运行、运行后评估五个主要步骤。

Enterprise implement ERP project risk analysisImplement ERP is the enterprise realize a chance of upgrade management, enterprise should seize the whole range of implementing ERP enterprise adjustment, break the enterprise inherent defect, the introduction of new type of management thought and business model, cultivate and explore information talent, advocating enterprise innovation and efficiency in the enterprise culture, and further to lay the foundation of enterprise development, so that the meaning of import ERP has evolved to become the enterprise in the new economic environment to adjust their a strategic means, but a significant number of domestic enterprises in the ERP project sink in, one of the important reasons for the ERP project implementation is the risk estimate shortage.ERP (Enterprise Resource Planning: Enterprise Resource Planning) is put forward in the early 90 s, it has two important characteristics:1. The whole project is enterprise informatization, it can make the enterprise all the business process in the system integration, this is it different from MIS and financial software en terprises such as the key difference between local application software.2. Is it contains advanced management ideas, ERP has transcended the common application software ideas, he from foreign materials demand Planning MRP (MaterialRequirements Planning) to the manufacturing resource Planning (ManufacturingResources Planning), called MRP-II, to the enterprise management ERPII ERP even thought fusion to a system.The two features in fact have buried the ERP implementation whole for the domestic enterprise brought about by the potential risks, foreign scholars very image will ERP business strategy, compared to the information technology, organization and management art hybrids. ERP cannot be understood as a limited information management tools, and domestic enterprises when implementing ERP is to basically see for a simple ERP information system, thus unable to obtain the enterprise all levels actively cooperate with. The domestic enterprise and most did not experience MRP stage directly into ERP stage, the entire enterprise all aspects of not ready, like a person's growth has had no adolescence, although time short, but not every individual is, have will have the ability to carry such great-leap-forward development.ERP should be regarded as enterprise management revolution: efficiency and innovation is the revolution, the revolution is need time, also need to environment, the support of the people, has been "a project" is for people of the main ERP project summary, actually this just reflects the ERP project to enterprises by the great impacts of. The ERP project implementation is carry some risk, but it is also very effective after success of exciting, wuxi LiXi LaLianChang in a nearly 3 years of ERP after the revolution, the finance department of six employees reduced to 3 employees, but accounting aspects than original fine many, realize a financial accounting automation and give full play to the financial personnel management, supervision and functions. With the inventory management system, the management of the loading and unloading goods fineness more and more small, in the management of the finished products achieve the real sense of "zero" inventory, LiXi the zipper's two central warehouse gone, so as to realize the "manufacturing-according-to-sale, produce order" management mode. Through the business intelligence system, can real time of all kinds of data mining analysis and will be automatically updated and reflects to related management personnel, have really realized real-time dynamic master the current management data.The following LiXi zipper will combine the cases of enterprise ERP implementation introduced the risk and the corresponding countermeasures.Risk a, selection.For most of the company for, they are mainly rely on outside force to develop and implement information system, the enterprise ERP vendor for enterprise project successful play a very important role, not only is their maturity of the software products, but they in implementation of the ability and the continued cooperation spirit, is the combination of internal and external causes can ensure enterprise ERP project ultimately successful. LiXi zipper since the early 90 s, by the Chinese academy of sciences calculations of wuxi, with a few units of 286 PC with a small server in production, sales and financial and several other department installed a simple management system management system, but because the design of the system is not reasonable, leading to the between various departments and can't sharing data, the system after a few years it out.The success of the selection from: first to analysis the size of the enterprise and its industry background, different scale enterprise ERP software products to the requirement isdifferent, ERP is for industry custom software, to industry background consideration should be reflected in the software in the selection. Next to note ERP software function applicability, also is the first to see the general part of the function can satisfy the requirement of the enterprise, in order to reduce software changes for the implementation of the amplitude and lower their costs. Once again about the ERP software provider of comprehensive investigation: choice of providers and ordinary ERP application software provider is the essential difference, the enterprise ERP supplier shall choose is a long-term partner, help enterprise to complete the improvement for IT, not a one-off sales.Risk two, training.The aim of personnel training is to be able to use ERP internal management. On one hand, we can improve the training of ERP in management levels of understanding, strengthen the enterprise ERP implementation of active power; On the other hand can better promote the use of ERP. At that time LiXi LaLianChang include more than half management personnel have no contact with the computer, the business enterprise inside salesman culture level is only junior middle school and high school. Project implementation phase, components of the stratification of LiXi LaLianChang cadres and the exchange and training, everything from the most basic of start to do. LiXi called in the middle school computer teacher training courses for the computer, the President himself take the lead to learn, from began with letters all can not find, has now been through the national computing level 2 test. In the company leaders to lead, LiXi basically all the management cadres to the salesman have mastered computer operating techniques.The purpose of training is to the user's staff at all levels should not only define what is ERP, and to understand its implementation will brings to the enterprise to the new changes and significance, and clear after implementing ERP each position of the new staff how to work in the way. In training, we should pay attention to training the distinction between the object. The key is to high-level training explain the significance of the ERP management, implement the key to success; Middle-level cadres key is to explain the meaning of enterprise informatization on the department, information department of the key; Of the basic level staff training is the focus of the interpretation of the sketch concrete operating procedures and ERP system for enterprise affect the future.Risk three, strategy.The ERP project success must reflect the enterprise strategic objectives, because enterprise strategy is to promote the enterprise motivation, and domestic quite part of enterprise is reflected in the ERP is part of the leader's ideas, a local problem of thinking, more do not pay great attention to the talents, management, technology in the process in the mutual bond.In the early stages of the system is established, top should be very clearly the importance of ERP, establish the implementation of its position, and analysis is necessary in this one phase into the comprehensive information resource integration? If LiXi zipper will use exactly six months time to undertake whole project consultation, sure implementing emphasis, and process the difference and the characteristics of the zipper industry, to establish the order as the core enterprise business process.In established strategic goal after, ERP project requirement analysis and enterprise management team personnel will discuss the future of the enterprise strategic idea, so that it can fully reflected in the system, for enterprise's business process design provides guidance goal.Risk four, culture.Culture is the foundation of evergreen enterprise, information system for the success of the project has a key role, enterprise since choosing implement ERP management software should have set up the goal of sustainable development, it is inevitable to bring enterprise culture change, because ERP management thought comes from the United States, with an American enterprise management of cultural background, Japan has a lot of enterprise ERP implementation failure is the cultural conflict, this enterprise implement ERP in China in some ways was covered up the other factors, a lot of implementation of the resistance is derived from the old culture of the enterprise with advanced management ideas of ERP conflict and friction, in a bureaucratic culture or small groups culture, the enterprise is not possible implementation of good ERP.In LiXi project, the chairman of the lead the project implementation team, balance, coordination between various departments, post the business process problems and interests, or even personal participation to the project implementation of every little detail, to ensure the implementation of ERP project smoothly. To overcome the implementation ofresistance from brought the company top shock, two deputy chief was demoted, two vice President to leave themselves, these essential cultural conflict.Training and ERP management thoughts of the fusion of enterprise culture is imperative. ERP management thinking in foreign countries is the customer (orders) as the guidance, advocate efficiency, this and most of the domestic enterprise target in conformity with ERP of this information into a basis to the cultivation of the enterprise culture, and acquire the significance of enterprise is kill two birds with one stone, not only can promote the ERP project and the advancement of the long-term development of an enterprise to build up new type of enterprise culture, and domestic enterprise on the introduction of enterprise culture when must pay attention to draw China enterprise management in the excellent culture, advocate efficiency and innovation simultaneously, form have their own unique corporate culture, and specific ways of the training is the future of the company stressed in the strategic target, propaganda knowledge sharing, advocate efficiency and does not innovation.Risk five, personnel.All through the implementation of ERP project staff will deeply feel this, domestic enterprise in project management exist quite a number of issues, many problems not only rely on methodology or several experts, they can accomplish some documents, must need customers, software company and other participants in each level of full cooperation. Man is the most basic resources enterprise, no enterprise the cooperation and actively participate in, any advanced technology and management methods are only a form now.Enterprise in the process of implementing ERP, if can have a suitable project management team, then implement the possibility of success will be greatly enhanced, and the control of enterprise ERP confidence will also be more satisfied. Implement ERP enterprise could further excavations, information management compound talents, for the enterprise's sustainable improvement after IT lay a solid foundation. The enterprise is through the talents such as ERP such large projects of exercise training, have data show that most of the domestic enterprise of the most successful CIO is cultivating enterprise, not airborne. The CIO is LiXi Shanghai some university graduation of WangJiao, through this ERP practice he has become LiXi train is familiar with the company in business and be familiar with ERP comprehensive information management talent.The more complex the organization of enterprise, are faced with the problem, the more you can please the third party auxiliary consulting institutions involved in, in order to make full use of them to provide services for each industry accumulation of project management and project experience and ability of comprehensive implementation. This large, complex projects to ensure the overall success, and in its subsequent operations for the project have the benefit of the corresponding investment, will play a key role.Enterprise hope to do bigger and stronger, and hope that fast changing face competition environment, the measures to improve their own competitiveness of enterprise ERP system is an effective choice, but about enterprise in implementing ERP project risk in the research is still in constant exploration, enterprise can pass comprehensive risk consider to choose a proper time for each enterprise ERP revolution is need to think deeply about the problem.企业实施ERP项目的风险分析实施ERP是企业实现管理升级的一个契机，企业应抓住实施ERP对企业整体范围进行调整，破除企业固有的缺陷，引入新型的管理思想和业务模式，培养和发掘信息化人才，倡导企业的创新和效率并进的企业文化，为进一步深入企业发展打好基础，这样导入ERP的意义已经演变成为企业在新的经济环境下调整自己的一个战略手段，但有相当一部分国内企业在ERP项目中被深陷泥沼，其重要原因在于对于ERP项目实施的风险估计不足。

erp项目管理散记一、ERP项目简介ERP（Enterprise Resource Planning，企业资源计划）项目是一种以信息技术为基础，对企业各类资源进行整合和管理的大型项目管理工程。

通过实施ERP系统，企业可以实现财务管理、物流管理、人力资源管理等方面的信息化、智能化，从而提高管理效率，降低运营成本，实现可持续发展。

本文将结合笔者实际参与的ERP项目，探讨项目管理过程中的经验与教训。

二、项目管理关键环节1.项目立项：项目立项是ERP项目成功的关键第一步。

企业应充分评估自身需求，明确项目目标，确保项目的可行性和必要性。

2.项目团队建设：组建一支专业、高效的项目团队，明确团队成员的职责与分工，加强团队协作与沟通，是项目成功的保障。

3.需求分析与设计：充分了解企业需求，制定合理的系统功能模块和流程设计，确保ERP系统能够满足企业实际需求。

4.系统实施与培训：在项目实施过程中，加强项目管理，制定合理的实施计划，确保项目按期完成。

同时，对企业员工进行系统培训，提高员工对ERP 系统的操作熟练度和应用意识。

5.数据迁移与优化：确保数据迁移的准确性和完整性，避免因数据问题导致系统运行不稳定。

在系统上线后，持续优化业务流程，提高系统运行效率。

三、项目实施策略与方法1.制定合理的项目计划：明确项目里程碑和阶段性任务，确保项目按计划推进。

2.强化沟通与协作：搭建项目沟通平台，定期召开项目会议，及时解决问题和冲突。

3.实施分阶段验收：在项目实施过程中，分阶段进行验收，确保每个阶段的工作质量。

4.制定应急预案：针对可能出现的风险和问题，制定应急预案，确保项目在遇到问题时能够迅速恢复。

四、项目风险与应对措施1.风险识别：在项目实施过程中，不断识别潜在风险，提高项目风险管理水平。

2.风险评估：对识别出的风险进行评估，确定风险等级，为制定风险应对措施提供依据。

3.风险应对：针对不同风险等级，制定相应的应对措施，降低项目风险对企业的影响。