科技外文文献Discussing about the successful factors of ERP projects implementation and the risk management Refers to the overseas some literature material, a successful ERP project, often needs to
spend several year times, number thousands of US dollars can complete. Again turns head looks at the home, along with ERP skepticisms gaining ground, price war starting, ERP took one kind of software supplier's product, has actually goes down the god world tendency. ERP leader SAP also promoted Business the One product, the price has been lower than 100,000.Even if the ERP software can achieve free, or like the IBM esteem according to the boundary which must collect fees, implements the angle from the entire enterprise, considers the personnel, training, the maintenance, the service reorganization, the re-development, three, n development, its expense should also in several 1,000,000 and even surely the scale. This speaking of the domestic enterprise, already was not the small number. But, some many enterprises harbor the beautiful dream, steps the ERP implementation the difficult travel. In which also has many projects to be defeated comes to an end. But regarding these final survivors, whether can the halberd be also put in storage, drinks wine to sing loudly? In fact, the enterprise implements the ERP project after the success will face implements a bigger risk. In future five to ten years in, some solid ERP risk management mechanism had decided whether the enterprise can obtain benefits truly in the initial ERP investment. In 1998 Thomas H.Davenport has published named &Puts in Enterprise System& the article in the Harvard commerce commentary (Putting the enterprise into the enterprise system).This article proposed systematically the enterprise system, or called the ERP system the operation brings for the enterprisepositive and negative directs the sound. Simultaneously also directly proposed the future enterprise will have to face a risk: Puts in the enterprise system the entire enterprise the risk. According to US Project management Association to the risk the definition, &the risk& is refers to the project advantageous or the disadvantageous element of certainty. The project is &for completes the disposable endeavor which some unique product or the service station do&, the project &the distinctive quality& had decided the project not impossible was by with the before identical way, simultaneously, the project which completed by and the before identical person must create the product or the service, as well as the project possibly involved the scope, the time and the cost all not impossible started when the project completely to determine, therefore, carried on in the process in the project also corresponding to be able to appear the massive uncertainty, namely project risk. Below this article mentioned &the risk& is refers to the project &disadvantageously& the element of certainty. Exists to the project disadvantageous risk in any project, often and can give the project the advancement and the project success brings the negative influence. Once the risk occurs, its influence is various, like causes the project product/service the function to be unable to satisfy the customer the need, the project expense surpasses the budget, the project plan dragging or is compelled to cancel and so on, it finally manifests for customer degree of satisfaction depression. Therefore, the recognition risk, the appraisal risk and take the measure to be supposed to be the risk management have the extremely vital significance to the risk to the project management. Ⅰ Risk management concrete content The project risk management mainly divides into following several steps: The risk recognition, the qualitative/quota risk analysis, the risk should to plan the establishment and the risk monitoring.1.risk recognitionsThe risk recognition, is refers distinguishes and records possibly has the adverse effect to the project the factor. Because the project is in develops in unceasingly the change process, therefore the risk recognition also passes through in the entire project implementation entire process, but is not merely the project initial stage. The risk recognition is not the disposable work, but need more systems, crosswise thought. Possesses nearly about the project plan and the information all possibly takes the risk recognition the basis, like project progress and cost plan, work decomposition structure, project organizationalstructure, project scope, similar project historical information and so on. Needs to pay attention, all risks all may carry on the managementby no means through the risk recognition. The risk recognition only can discover the known risk (for example: In the known project organization some member ability cannot satisfy the request completely) or the known unknown risk (known-unknown, namely &event name known&, like &customer side personnel participates in dynamics being insufficient&); Before but certain risks, as a result of the project distinctive quality, not impossible to occur in it know in advance (unknown-unknown, namely unknown-unknown risk). 2. qualitative/quota risk analysisThe latent risk quantity distinguishes which through the risk recognition process are very many, but these latent risks to the project the influence are various. &The risk analysis& namely through the analysis, the comparison, the appraisal and so on each way, to determined various risks the importance, sorts to the risk and appraises it to the project possible consequence, thus causes the project to implement the personnel to be possible to concentrate the main energy in the few in number main risk, thus enable the project the overall risk to be under the effectivecontrol. The risk analysis mainly may use the method includes: Riskprobability/influence appraisal matrix, sensitive analysis, simulation and so on. When carries on the above analysis, mainly pays attention to following several risk factor: Risk probability: Namely the risk event occurs possible percentage expression. This numeral is, like the expert who obtains through the subjective judgment appraises, the interview or the basis before similar project historical information. Risk influence: Namely the risk has possibly the influence size which creates to the project. This kind of influence is possibly in the time, possibly is in the cost, also is possibly other various aspects. Risk value (required value EMV): The risk value = risk probability * risk influence, is to the risk the influence most direct appraisal which creates to the project, its overall evaluation probability with has affected two aspects the factors. 3. risks should plan the establishmentThe risk should lie in to the plan goal through the formulation corresponding measure, comes to be supposed to the risk the threat which possibly creates to the project.Most often uses should to threat several measures be: The circumvention, reduces, the shift, accepts. The circumvention, namely eliminates this risk through the eli Reduces, namely through takes the measure to reduce &the risk probability& or &the risk influence&, thus achieved reduces the r The shift, soon the risk shifts to another side, like purchase insurance, s Accepts, namely does not take the measure to this risk, accepts resultwhich it creates, or occurs after this risk uses the contingency plan to carry on processing again. Selects what method to come specificallyto be supposed to some risk, is decided in this risk value (EMV), plans to adopt should to the measure possible cost, the project management personnel treat the risk the manner (utility function) the type and so on various aspects, cannot be generally spoken. The risk should be aims at the risk to the plan which disti Regarding the unknown risk, not impossible to choose in advance the formulation corresponding to be supposed to plan or the contingency plan, therefore, may stockpile using the management should be right. 4. risk monitoringThe risk monitoring mainly includes following several aspects the duty: 1) Carrying on in the process in the project to track has distinguishedthe risk, the monitoring remaining risk and distinguishes the new risk: Along with the project implementation as well as the risk should to the measure execution, each kind the influence factor be in the process to the project which changes unceasingly, therefore, needs in the entire project process, the time surveillance risk development and the change situation, determined follows the new risk which certain risks vanishing comes and formulates the corresponding processing measure. 2) Guaranteed the risk should to the plan execution and appraised therisk should to plan carry out the effect. The appraisal method may be the project cycle (stage) the natural review, the achievements appraisal and so on. 3) &accepts& to the sharp-edged risk the risk takes the suitable flexible measure. Through the risk monitoring process, the project personnel renews the project risk tabulation continually, and through the repetition above various steps guaranteed the project risk is at the controlled condition throughout.Ⅱ ERP project implementation risk management The different type project has the different type risk. The ERP project implementation risk has its particularity similarly. The following gives a briefing to in the ERP project implementation process risk management measure, the single opinion, only supplies the reference. 1. ERP project implementation main risk and should to the measureAs mentioned above, &possesses nearly about the project plan and the information all possibly takes the risk recognition the basis, like project progress and cost plan, work decomposition structure, project organizational structure, project scope, similar project historical information and so on.& In the ERP project risk recognition process, may take the project plan as the clue, the recognition project in various aspects risk. In the implementation process, should pay attention to following several aspects specially the risk: 1) project scope riskThe project purchase management usually has three contract ways, namely: The solid fixed price or the total price contract, the cost reimburse (add reward) the contract, the unit price contract. The usual uncertainty is bigger, a risk bigger project, more tends to in using depends on after the contract way. This also is overseas and the domestic part ERP supplier uses in the implementation service according to the human day provides serves and charges the fee the reason. But selects this method, the buyer (i.e. customer) has the big risk, therefore, the domestic very many customers favor in work out the implementation contract of service by the fixed price. But this contract way, then (i.e. consultant side) has the big risk regarding the seller. Under this premise, if the project scope definition is not clear, possibly causes the round turns to have the difference to the project scope cognition: The seller hoped reduces the implementation scope as far as possible, by smallest cost closing
But the buyer hoped ERP system all function many implementations, obtains as far as possible by the fixed price the greatest income. If the bilateral difference is big, cannot achieve consistently, then can create the efficiency inevitably to be low, wrangles mutually. Therefore, in the ERP project contract, should make as far as possible the clear limits to the project implementation scope, cuts cannot pause in &the implementation finance module& perhaps &the implementation receivable, the manipulation, the general ledger management& and so on in stratification plane. Rather multi-flowered some time before in project implementation scope limits work, also do not have in the project implementation process, facing ERP many functions, the implementation side and the user side is unyielding, or the forced concessions, invests a bigger energy in the project, but causes the project not to be able to complete on time. 2) project progress riskAbout the ERP project implementation cycle, at present has emphasizes &fast& the tendency in the propaganda. But ERP project progress control certainly not easy matter, not only is decided by consultant firm's ability, simultaneously also to a great extent receives the customer side to the ERP expected value whether reasonable, to the scope controls whether effective, to project investment (including personnel time investment and fund and so on investment) whether enough and so on aspect influences. Provides elder brother Shan Shitong by the divine land numerical code who the ERP system and is responsible to implement the metal, in a short time makes something a matter of political line successfully, one of reasons is easy to fly the ERP implementation group integrity mature to induct the mechanism and consultant personnel's remarkable quality,smoothly has assisted the world effectively with the metal political line work. Starts from the political line then to have special consultant to be responsible to induct the implementation entire the plan, the long-term accumulation profession knowledge and the managerial experience have also promoted the entire ERP operation level, has properly dealt with in the political line work issue. The user has the intense approval to the project minute stage implementation, only emphasizes in the first stage to the basic function realization, but the massive work will remain after the political line or improve in continually the process. But in the actual operation, by no means all users all have this kind of understanding and the approval to the ERP implementation, therefore, in project progress plan time, constantly when project progress plan strives for quickly, even is pursues some to have the special significance date sedulously to take the project milestone, will create the very tremendous pressure to the project progress control. In fact, the very many project defeat, is precisely is attributed to the project progress to appear the dragging, but causes the project team despondency, the efficiency to be low. Therefore, the ERP project implementation time management, needs to consider each kind of latency fully, s The duty decomposes the detailed degree of fineness to be moderate, is advantageou In the implementation, should emphasize the project according to the progress execution importance, in considered when any question, all must take the maintenance progr At the same time, reasonably and follows up fast using rushing a job and so on the methods, uses the resources fully. 3) project human resources risk The human resources are in the ERP project implementation process the most essential resources. Guaranteed the appropriate person,participates in the project by the enough energy, is the project successimplementation basic guarantee. In the ERP project implementation has each kind of role, should have the quality to each kind of role, we no longer give unnecessary detail in this. Must reduce the project the human resources risk, must guarantee enters and undertakes role each kind of project to the project in to do is the human satisfies the project request. Therefore, implements both sides to be supposed to participate in the personnel carrying on the earnest appraisal, this kind of appraisal should be the bilateral surface, not only is the user to consults consultant's appraisal, also should include the consultant firm to the user side member who participates in the project (in under the domestic present environment, mainly is refers to essential user) the appraisal. At the same time, should guarantee the project personnel to the project investment degree. Should participation the ERP project personnel's achievement to appraise and the ERP project implementation condition is connected, is clear about the ERP project is in this stage project correlation personnel most imp Formulates the suitable rewards an Establishes &the member project& in the enterprise the thought, layer upon layer &the member&, namely all levels of people in charge downward exercises in view of the ERP implementation plenary powers, shoulders the entire responsibility to on, extends the member from the individual concept to the organic synthesis community concept. 4) The risk that people don't understand ERP correctly Some enterprises regard as ERP the business management the panacea, thought since ERP &the function is formidable&, so long as on ERP, enterprise's all questions have then been easily solved, or thought enterprise's all flows all may integrate to ERP Also some people simple regard as ERP the current service flow the computerization. Must guard against or reduce this kind of risk, needs to carry on massivetraining to the user: The ERP origin, the ERP function, implements ERP goal and expectation and so on, &ERP cannot meet my need in the user productions and expect& as far as possible in front of this idea, lets the user know &the present stage to the ERP reasonable demand expectation is any&. 2. ERP project implementation risk monitoringMay take following measure to carry on the monitoring to in the ERP project implementation risk, prevented endangers the project success or failure the risk occurrence. 1) Establishes and the prompt renewal project risk tabulation and risk sorting. The project management personnel should as necessary pay attention to and the essential risk correlation factor change situation, decided promptly when, uses what kind of risk to be supposed to the measure. 2) the risk should to audit: Pays attention to the risk to be supposed as necessary to the measure (circumvention, to reduce the effect which, shift) implements, carries on the appraisal to the remaining risk. 3) establishes the report mechanism, the question which has the project in reflects promptly to project manager or the project management level. 4) convenes the project to do is regularly the human holds the project conference, carries on the appraisal to the risk condition, and discovers the new risk through all quarters facing the project implementation response. 5) renews the correlation database like risk recognition check table, will favor the next similar project the implementation. 6) Introduces the third party consultation, regularly carries on the quality testing to the project, guards against the big risk. The implementation informational, the enterprise needs to face the huge risk, sometimes even has handed over own life and death in theinformational. But if does not implement the informational, the enterprise needs to travel together surmounted, then annihilation in globalization tide, this is each enterprise all is not willing to see. All in all, ERP's best hope for demonstrating value is as a sort of battering ram for improving the way your company takes a customer order and processes it into an invoice and revenue-otherwise known as the order fulfillment process. That is why ERP is often referred to as back-office software. It doesn't handle the up-front selling process (although most ERP vendors have recently developed CRM software to do this); rather, ERP takes a customer order and provides a software road map for automating the different steps along the path to fulfilling it. When a customer service representative enters a customer order into an ERP system, he has all the information necessary to complete the order (the customer's credit rating and order history from the finance module, the company's inventory levels from the warehouse module and the shipping dock's trucking schedule from the logistics module, for example). People in these different departments all see the same information and can update it. When one department finishes with the order it is automatically routed via the ERP system to the next department. To find out where the order is at any point, you need only log in to the ERP system and track it down. With luck, the order process moves like a bolt of lightning through the organization, and customers get their orders faster and with fewer errors than before. ERP can apply that same magic to the other major business processes, such as employee benefits or financial reporting. That, at least, is the dream of ERP. The reality is much harsher. Let's go back to those inboxes for a minute. That process may not have been efficient, but it was simple. Finance did its job, the warehouse did its job, and if anything went wrong outside of the department's walls, it was somebody else's problem. Not anymore. With ERP, the customer service representatives are no longer justtypists entering someone's name into a computer and hitting the return key. The ERP screen makes them businesspeople. It flickers with the customer's credit rating from the finance department and the product inventory levels from the warehouse. Will the customer pay on time? Will we be able to ship the order on time? These are decisions that customer service representatives have never had to make before, and the answers affect the customer and every other department in the company. But it's not just the customer service representatives who have to wake up. People in the warehouse who used to keep inventory in their heads or on scraps of paper now need to put that information online. If they don't, customer service reps will see low inventory levels on their screens and tell customers that their requested item is not in stock. Accountability, responsibility and communication have never been tested like this before. People don't like to change, and ERP asks them to change how they do their jobs. That is why the value of ERP is so hard to pin down. The software is less important than the changes companies make in the ways they do business. If you use ERP to improve the ways your people take orders, manufacture goods, ship them and bill for them, you will see value from the software. If you simply install the software without changing the ways people do their jobs, you may not see any value at all-indeed, the new software could slow you down by simply replacing the old software that everyone knew with new software that no one does. If our enterprise, the manufacturer can more enlightened, discard that so-called point of honor, shares them facing the risk time experience and the populace, the trust informational failure rate must be much less than absolutely the present.翻译： 翻译：ERP 项目实施成功因素和风险管理参考国外的一些文献资料，一个成功的 ERP 项目，往往要花费数 年时间，数千万美元得以完成。再回头看国内，随着 ERP 怀疑论的抬 头，价格战的兴起，ERP 作为一种软件供应商的产品，却有走下神坛 趋势。就连 ERP 界的首领 SAP 也推出了 Business One 产品，价格低 于十万。不过，即便 ERP 软件能做到免费，或如 IBM 推崇的按需收费 的境界，从整个企业实施的角度，考虑到人员、培训、维护、业务重 组、二次开发、三次、n 次开发，其费用应该也在数百万乃至千万人 民币的规模。这对于国内企业而言，已是不小的数目了。 但是，还是有不少企业怀着美丽的梦想，踏上 ERP 实施的艰辛之 旅。其中又有不少项目以失败告终。而对于那些最后的幸存者，是否 就可以还戟入仓，饮酒高歌呢？ 事实上，企业在成功实施 ERP 项目后，将面对较实施前更大的风 险。在未来的五到十年中，是否有一个扎实的 ERP 风险管理机制将决 定了企业是否能在最初的 ERP 投资中真正获益。 1998 年 Thomas H.Davenport 在哈佛商务评论发表了名为《将企 业 放 入 企 业 系 统 》 的 文 章 (Putting the entERPrise into the entERPrise system)。该文系统地提出了企业系统，或称 ERP 系统给 企业运作带来积极及消极的引响。 同时也直接提出了未来企业必须面 对的一个风险：将整个企业放入企业系统中的风险。 按照美国项目管理协会对风险的定义， “风险”是指对项目有利 或不利的不确定因素。 项目是“为完成某一独特的产品或服务所做的一次性努力” ，项目的“独特性”决定了项目不可能是以与以前完全相同的方式、由与 以前完全相同的人来完成的，同时，项目所要创造的产品或服务，以 及项目可能涉及的范围、时间及成本都不可能在项目开始时完全确 定，因此，在项目进行过程中也相应会出现大量的不确定性，即项目 风险。本文以下所提到的“风险”是指对项目“不利”的不确定因素。 对项目不利的风险存在于任何项目中， 并往往会给项目的推进和 项目的成功带来负面影响。风险一旦发生，它的影响是多方面的，如 导致项目产品/服务的功能无法满足客户的需要、 项目费用超出预算、 项目计划拖延或被迫取消等， 其最终体现为客户满意度的降低。 因此， 识别风险、 评估风险并采取措施应对风险即风险管理对项目管理具有 十分重要的意义。 风险管理的具体内容 项目风险管理主要分为以下几个步骤：风险识别、定性/定量风 险分析、风险应对计划编制及风险监控。 1.风险识别 风险识别，是指识别并记录可能对项目造成不利影响的因素。由 于项目处于不断发展变化的过程中， 因此风险识别也贯穿于整个项目 实施的全过程,而不仅仅是项目的开始阶段。风险识别不是一次性的 工作，而需要更多系统的、横向的思维。几乎所有关于项目的计划与 信息都可能作为风险识别的依据，如项目进度及成本计划、工作分解 结构、项目组织结构、项目范围、类似项目的历史信息等。 需要注意的是，并非所有的风险都可以通过风险识别来进行管理。风险识别只能发现已知风险（如：已知项目组织中某一成员能力 不能完全满足要求）或已知未知风险（known-unknown,即“事件名称 已知” ，如“客户方人员参与力度不足”；而某些风险，由于项目的 ） 独特性，不可能在其发生前预知(unknown-unknown,即未知未知风 险)。 2.定性/定量风险分析 通过风险识别过程所识别出的潜在风险数量很多， 但这些潜在的 风险对项目的影响是各不相同的。 “风险分析”即通过分析、比较、 评估等各种方式，对确定各风险的重要性，对风险排序并评估其对项 目可能后果， 从而使项目实施人员可以将主要精力集中于为数不多的 主要风险上，从而使项目的整体风险得到有效的控制。 风险分析主要可采用的方法有：风险概率/影响评估矩阵、敏感 性分析、模拟等。在进行上述分析时，主要关注以下几个风险因素： 风险概率：即风险事件发生的可能性的百分比表示。这个数字是 通过主观判断而获得的，如专家评估、访谈或根据以前类似项目的历 史信息。 风险影响：即风险发生可能对项目造成的影响大小。这种影响可 能是时间上的，可能是成本上的，也可能是其他各方面的。 风险值（预期值 EMV） ：风险值=风险概率×风险影响，是对风险 对项目造成的影响的最直接评估， 它综合考虑了概率与影响两方面的 因素。 3.风险应对计划编制风险应对计划的目的在于通过制定相应的措施， 来应对风险对项 目可能造成的威胁。 最常采用的应对威胁的几种措施是： 规避、 减轻、 转移、接受。 规避，即通过消除风险的成因来消除该风险； 减轻，即通过采取措施降低“风险概率”或“风险影响”,从而 达到降低风险值的结果； 转移，即将风险转移到另一方，如购买保险、分包等； 接受，即对该风险不采取措施，接受其造成的结果，或在该风险 发生后再采取应急计划进行处理。 具体采用何种方式来应对某一风险，取决于该风险的风险值 （EMV） 、拟采取应对措施的可能成本、项目管理人员对待风险的态度 （效用函数）类型等各方面，不可一概而论。 风险应对计划是针对已识别的风险进行的；对于未知未知的风 险，不可能预选制定相应的应对计划或应急计划，因此，可以利用管 理储备来应对。 4.风险监控 风险监控主要包括以下几方面的任务： 1）在项目进行过程中跟踪已识别风险、监控残余风险并识别新 风险：随着项目的实施以及风险应对措施的执行，各种对项目的影响 因素处于不断变化的过程中，因此，需要在整个项目过程中，时刻监 督风险的发展与变化情况， 确定伴随某些风险的消失而来的新的风险 并制定相应的处理措施。2）保证风险应对计划的执行并评估风险应对计划执行效果。评 估的方法可以是项目周期（阶段）性回顾、绩效评估等。 3）对突发的风险或“接受”的风险采取适当的权变措施。 通过风险监控过程，项目人员持续更新项目风险列表，并通过重 复上述各步骤保证项目风险始终处于受控状态。 ERP 项目实施的风险管理 不同类型的项目有不同类型的风险。ERP 项目实施的风险同样有 其特殊性。以下对 ERP 项目实施过程中的风险管理措施做一简要说 明，一家之言，仅供参考。 1.ERP 项目实施中的主要风险及应对措施 如前所述， “几乎所有关于项目的计划与信息都可能作为风险识 别的依据，如项目进度及成本计划、工作分解结构、项目组织结构、 项目范围、类似项目的历史信息等。 ”在 ERP 项目的风险识别过程中， 可以以项目计划为线索，识别项目在各方面的风险。 实施过程中，应特别关注以下几方面的风险： 1)项目范围的风险 项目采购管理通常有三种合同方式，即：固定价或总价合同、成 本报销（加奖励）合同、单价合同。通常不确定性越大、风险越大的 项目，越趋向于采用靠后的合同方式。这也是国外及国内部分 ERP 供 应商在实施服务中采用按人天提供服务并收取费用的原因。 但采用这 种方式，买方（即客户）存在较大的风险，因此，国内很多客户倾向 于以固定价格订立实施服务合同。而这种合同方式，则对于卖方（即顾问方）存在较大风险。在此前提下，若项目范围定义不清晰，可能 导致买卖双方对项目范围的认知产生分歧： 卖方希望尽量缩小实施范 围，以最小的成本结束项目；而买方则希望将 ERP 系统的所有功能尽 可能多的实施，以固定的价格获得最大的收益。若双方的分歧较大， 不能达成一致，则必然会造成效率低下，相互扯皮。 因此，ERP 项目合同中，应对项目的实施范围做尽可能清晰的界 定，切不可停留在“实施财务模块”或是“实施应收、应付、总账管 理”之类的层面上。宁愿多花一些时间在项目实施前的范围界定工作 上，也不要在项目实施过程中，面对 ERP 繁多的功能，实施方与用户 方争执不下，或被迫让步，投入更大的精力于项目中，而导致项目不 能按时完成。 2）项目进度的风险 关于 ERP 项目实施的周期， 目前在宣传上有强调 “快速” 的倾向。 但 ERP 项目进度的控制绝非易事，不仅取决于顾问公司的能力，同时 也在很大程度上受到客户方对 ERP 期望值是否合理、 对范围控制是否 有效、对项目投入（包括人员时间的投入和资金等的投入）是否足够 等方面的影响。 由神州数码提供 ERP 系统并负责实施的昆山世同金属， 在较短时 间内上线成功， 原因之一就是易飞 ERP 实施小组完整成熟的导入机制 及顾问人员卓越的素质，有效顺利地协助了世同金属的上线工作。从 上线开始便有专业顾问负责整个导入实施的计划， 长期积累的行业知 识及管理经验也提升了整个 ERP 的运作水平， 妥善处理了上线工作中的问题。用户对项目分阶段实施有强烈的认同，在第一阶段仅强调对 基本功能的实现，而将大量的工作留到上线后或持续改进过程中。 而实际操作中，并非所有用户对 ERP 实施都有这种理解与认同， 因此，在项目进度计划时，一味在项目进度计划时求快，甚或是刻意 追求某个具有特殊意义的日期作为项目里程碑， 将对项目进度控制造 成很大压力。 事实上，很多项目的失败，正是起因于项目进度出现拖延，而导 致项目团队士气低落，效率低下。因此，ERP 项目实施的时间管理， 需要充分考虑各种潜在因素，适当留有余地；任务分解详细度适中， 便于考核；在执行过程中，应强调项目按进度执行的重要性，在考虑 任何问题时，都要将保持进度作为先决条件；同时，合理利用赶工及 快速跟进等方法，充分利用资源。 3）项目人力资源的风险 人力资源是 ERP 项目实施过程中最为关键的资源。保证合适的 人，以足够的精力参与到项目中来，是项目成功实施的基本保证。 ERP 项目实施中存在各种角色，对各种角色应具备的素质，我们 在此不再赘述。要降低项目的人力资源风险，就要保证进入到项目中 并承担角色的各类项目干系人满足项目要求。因此，实施双方应对参 与人员进行认真的评估，这种评估应该是双方面的，不仅是用户对咨 询顾问的评估，也应包括咨询公司对参与项目的用户方成员（在国内 目前的环境下，主要是指关键用户）的评估。同时，应保证项目人员 对项目的投入程度。 应将参与 ERP 项目人员的业绩评估与 ERP 项目实施的状况相关联， 明确 ERP 项目是在该阶段项目相关人员最重要的本 职工作； 制定适当的奖惩措施； 在企业中建立 “一把手工程” 的思想， 层层“一把手” ，即各级负责人针对 ERP 实施向下行使全权、对上担 负全责，将一把手从个体概念延伸到有机结合的群体概念。 4）对 ERP 认识不正确的风险 有的企业把 ERP 视为企业管理的灵丹妙药，认为既然 ERP“功能 强大” ，只要上了 ERP，企业的所有问题便迎刃而解，或者以为企业 的所有流程都可以纳入到 ERP 中来； 还有的人简单的将 ERP 视为当前 业务流程的电子化。 要防范或减轻这种风险，需要对用户进行大量的培训：ERP 的由 来， 的功能， ERP 实施 ERP 的目的与期望等等， 尽可能在用户产生 “ERP 不能满足我的需求和期望”这种想法之前，让用户知道“现阶段对 ERP 合理的需求期望是什么” 。 2．ERP 项目实施中的风险监控 可以采取以下措施对 ERP 项目实施中的风险进行监控， 以防止危 及项目成败的风险发生。 1)建立并及时更新项目风险列表及风险排序。 项目管理人员应随 时关注与关键风险相关因素的变化情况，及时决定何时、采用何种风 险应对措施。 2）风险应对审计：随时关注风险应对措施（规避、减轻、转移） 实施的效果，对残余风险进行评估。 3）建立报告机制，及时将项目中存在的问题反映到项目经理或项目管理层。 4）定期召集项目干系人召开项目会议，对风险状况进行评估， 并通过各方面对项目实施的反应来发现新风险。 5）更新相关数据库如风险识别检查表，以利于今后类似项目的 实施。 6）引入第三方咨询，定期对项目进行质量检查，以防范大的风 险。 总之,实施信息化，企业就要面对巨大风险，有时甚至是将自己 的生死交到了信息化手上。但如果不实施信息化，企业就要被同行所 超越， 进而湮没在全球化的浪潮中， 这是每一家企业都不愿意看到的。 可看看常见的资料，都是教你如何去规避信息化风险，而没有人愿意 直面风险，这不能不说是信息化的缺失。如果我们的企业、厂商能够 更加开明些，丢掉那所谓的面子问题，将他们面对风险时的经验与大 众共享，相信信息化的失败率绝对要比现在少得多。
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