【正文】 roject schedule。 the over confidence on massive customization。包裝的無縫集成提供的所有信息流過的企業(yè)。已定義過程的進(jìn)一步 (要求等級(jí) 3)是標(biāo)準(zhǔn)化管理過程 ,形成文件 ,溝通。 Within nonexistent(level 0),the management processes are not applied at all. In the initial/adhoc(level 1),there is no standardized process. Within repeatable but intuitive(level 2)there is no formal munication of standard procedures. It may exist informal understanding of policies and procedures. Further in the defined process (level 3)the management processes are standardized, documented and municated. It exists on the definition and documentation of policies and procedures for all key activities. Whereas in managed and measurable(level 4), the pliance monitoring and measurement of the implemented policies and procedures for developing and maintaining all processes are taken. Furthermore in the optimized(level 5),processes, policies and procedures are standardized and integrated in the continuous improvement management[14],[21]. 在不存在的 (要求等級(jí) 0)、管理過程是不適用的?？傊?,控制目標(biāo)的陳述的期望的結(jié)果或目標(biāo)企業(yè)想達(dá)到與實(shí)施控制程序在相應(yīng)的 IT 過程 ?？刂剖侄斡械恼吆统绦?,慣例和組織結(jié)構(gòu)。負(fù)責(zé) 表現(xiàn)在一個(gè)工作的完成需要委派有責(zé)任心并且合適的人來完成 。而 AI 領(lǐng)域 涵蓋的是 開發(fā)和獲得 IT 解決方案。 whereas the AI domain is about developing and acquiring IT solutions. The DS domain concerns with the actual delivery of IT to achieve the business goals while the ME domain addresses performance management, including the regulatory pliance[14]. COBIT 框架 為制造型企業(yè) 提供了參考模型與普通語言。管理 方向 也同時(shí)需要進(jìn)行設(shè)計(jì) ,并 相應(yīng)的支持程序的 發(fā)展。 IT 政策 目標(biāo)、方向和控制 為 ERP 系統(tǒng) 提供 了 相應(yīng)的的功能 ,并負(fù)責(zé) 相應(yīng)的 工作職責(zé) 。 Ten IT policies for ERP practices are developed in order to achieve BG4。hence, we concern with IT policies for ERP practices within COBIT framework to achieve the Business Goals 4 (BG4), improve customer orientation and service. We applied COBIT due to the pleteness[15]and internationally applicable IT Governance framework in many different industries. 此外 ,一個(gè)成功的 ERP實(shí)踐需要控制 其 進(jìn)行計(jì)劃、執(zhí)行和交付 等 服務(wù)方面 ,特別是相關(guān) 的信息技術(shù) 。 Meanwhile, the other studiesconsider the planning and anization, and the acquirement and implementation of the ERP practice failures, including the unclear business objective and the lack of expertise to support the enterprise, respectively. Since the ERP practice failures can be seen from different domains of Control Objectives for Information and Related Technology(COBIT)framework, in this paper we concern with evaluating the ERP readiness based on the IT processes from planning and anizing, acquiring and implementing, and delivering and supporting. Thereby, the Enterprise Maturity Level(EML)is measured to evaluate the ERP readiness in the enterprise. 與此同時(shí) ,其他的研究 也表明 規(guī)劃和組織 ,獲取和 履行 實(shí)施 ERP 實(shí)踐 的承諾是其 成敗的關(guān)鍵 ,這其中 包括不清楚的企業(yè)目標(biāo)和缺乏 相關(guān) 專業(yè)知識(shí)。 for instance, Davenportreports the failure of enterprise in resolving the business needs and the new IT system, as the reason of ERP practice failures. Recent researches by Kumar [8]and Markus [9]stated that one of the major problems of ERP failures is the lack mitment, acceptance and readiness of the enterprise to deploy the system. Hence, the delivery and support of ERP practice failures are considered to be the major problems, including: the lack of high level management mitment, the lack of knowledge regarding ERP system,the mismatch between the delivered applications and the enterprise’s expectations and the lack understanding of ERP system operations. 許多研究報(bào)導(dǎo)了幾 個(gè) ERP 實(shí)施 失敗的原因。 ERP 實(shí)踐 是 一項(xiàng)長期而復(fù)雜的過程 。 Moreover, the Enterprise Resource Planning(ERP) system is an important IT application, which is conceived to contribute in the success of managing business process in enterprises. Many enterprises have been running the ERP system successfully worldwide. The ERP system enables an enterprise to run the business processes in the high levels of delivering service to customer, balancing demand and supply, and integrating ERP functionalities, 例如 human resources management, sales, marketing, manufacturing, operations, purchasing, and finance. 此外 ,企業(yè)資源 計(jì)劃 (ERP)系統(tǒng)是一個(gè)重要的信息技術(shù)應(yīng)用 ,這是為 孕育 成功的企業(yè)業(yè)務(wù)流程以便 管理企業(yè)。信息技術(shù) 在 企業(yè)的可持續(xù)性 發(fā)展過程中 起到 了 重要 的 作用 , 它的作用會(huì)被認(rèn)為是 是實(shí)現(xiàn) 短期和長期可持續(xù)發(fā)展的企業(yè)目標(biāo) 的 催化劑 ,即所謂的商業(yè)目標(biāo)。these will give more opportunities that many problems will affect the ERP practices. However, the problems associated with the software implementations are not n