【正文】 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 pany. But it39。 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 plete the order (the customer39。 Formulates the suitable rewards and punishment measure。 But the buyer hoped ERP system all function many implementations, obtains as far as possible by the fixed price the greatest ine. 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 multiflowered 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 plete on time. 2) project progress risk About 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 firm39。如果我們的企業(yè)、廠商能夠更加開明些，丟掉那所謂的面子問題，將他們面對風(fēng)險(xiǎn)時的經(jīng)驗(yàn)與大眾共享，相信信息化的失敗率絕對要比現(xiàn)在少得多。 2）風(fēng)險(xiǎn)應(yīng)對 審計(jì)：隨時關(guān)注風(fēng)險(xiǎn)應(yīng)對措施（規(guī)避、減輕、轉(zhuǎn)移）實(shí)施的效果，對殘余風(fēng)險(xiǎn)進(jìn)行評估。因此，實(shí)施雙方應(yīng)對參與人員進(jìn)行認(rèn)真的評估，這種評估應(yīng)該是雙方面的，不僅是用戶對咨詢顧問的評估，也應(yīng)包括咨詢公司對參與項(xiàng)目的用戶方成員（在國內(nèi)目前的環(huán)境下，主要是指關(guān)鍵用戶）的評估。用戶對項(xiàng)目分階段實(shí)施有強(qiáng)烈的認(rèn)同，在第一階段僅強(qiáng)調(diào)對基本功能的實(shí)現(xiàn)，而將大量的工作留到上線后或持續(xù)改進(jìn)過程中。在此前提下，若項(xiàng)目范圍定義不清晰，可能導(dǎo)致買賣雙方對項(xiàng)目范圍的認(rèn)知產(chǎn)生分歧：賣方希望盡量縮小實(shí)施范圍，以最小的成本結(jié)束項(xiàng)目；而買方則希望將 ERP 系統(tǒng)的所有功能盡可能多的實(shí)施，以固定的價格獲得最大的收益。以下對 ERP 項(xiàng)目實(shí)施過程中的風(fēng)險(xiǎn)管理措施做一簡要說明，一家之言，僅供參考。 風(fēng)險(xiǎn)應(yīng)對計(jì)劃是針對已識別的風(fēng)險(xiǎn)進(jìn)行的；對于未知未知的風(fēng)險(xiǎn)，不可能預(yù)選制定相應(yīng)的應(yīng)對計(jì)劃或應(yīng)急計(jì)劃，因此，可以利用管理儲備來應(yīng)對。這個數(shù)字是通過主觀判斷而獲得的，如專家評估、訪談或根據(jù)以前類似項(xiàng)目的歷史信息。風(fēng)險(xiǎn)識別不是一次性的工作，而需要更多系統(tǒng)的、橫向的思維。 項(xiàng)目是“為完成某一獨(dú)特的產(chǎn)品或服務(wù)所做的一次性努力”，項(xiàng)目的“獨(dú)特性”決定了項(xiàng)目不可能是以與以前完全相同的方式、由與以前完全相同的人來完成的，同時，項(xiàng)目所要創(chuàng)造的產(chǎn)品或服務(wù)，以及項(xiàng)目可能涉及的范圍、時間及成本都不可能在項(xiàng)目開始時完全確定，因此，在項(xiàng)目進(jìn)行過程中也相應(yīng) 會出現(xiàn)大量的不確定性，即項(xiàng)目風(fēng)險(xiǎn)。 但是，還是有不少企業(yè)懷著美麗的夢想，踏上 ERP實(shí)施的艱辛之旅。就連 ERP界的首領(lǐng) SAP也推出了 Business One 產(chǎn)品，價格低于十萬。該文系統(tǒng)地提出了企業(yè)系統(tǒng)，或稱 ERP 系統(tǒng)給企業(yè)運(yùn)作帶來積極及消極的引響。 風(fēng)險(xiǎn)管理的具體內(nèi)容 項(xiàng)目風(fēng)險(xiǎn)管理主要分為以下幾個步驟：風(fēng)險(xiǎn)識別、定性 /定量風(fēng)險(xiǎn)分析、風(fēng)險(xiǎn)應(yīng)對 計(jì)劃編制及風(fēng)險(xiǎn)監(jiān)控?！帮L(fēng)險(xiǎn)分析”即通過分析、比較、評估等各種方式，對確定各風(fēng)險(xiǎn)的重要性，對風(fēng)險(xiǎn)排序并評估其對項(xiàng)目可能后果，從而使項(xiàng)目實(shí)施人員可以將主要精力集中于為數(shù)不多的主要風(fēng)險(xiǎn)上，從而使項(xiàng)目的整體 風(fēng)險(xiǎn)得到有效的控制。最常采用的應(yīng)對威脅的幾種措施是：規(guī)避、減輕、轉(zhuǎn)移、接受。 通過風(fēng)險(xiǎn)監(jiān)控過程，項(xiàng)目人員持續(xù)更新項(xiàng)目風(fēng)險(xiǎn)列表，并通過重復(fù)上述各步驟保證項(xiàng)目風(fēng)險(xiǎn)始終處于受控狀態(tài)。這也是國外及國內(nèi)部分 ERP 供應(yīng) 商在實(shí)施服務(wù)中采用按人天提供服務(wù)并收取費(fèi)用的原因。但 ERP項(xiàng)目進(jìn)度的控制絕非易事，不僅取決于顧問公司的能力，同時也在很大程度上受到客戶方對 ERP 期望值是否合理、對范圍控制是否有效、對項(xiàng)目投入（包括人員時間的投入和資金等的投入）是否足夠等方面的影響。保證合適的人，以足夠的精力參與到項(xiàng)目中來，是項(xiàng)目成功實(shí)施的基本保證。 2． ERP 項(xiàng)目實(shí)施中的風(fēng)險(xiǎn)監(jiān)控 可以采取以下措施對 ERP 項(xiàng)目實(shí)施中的風(fēng)險(xiǎn)進(jìn)行監(jiān)控，以防止危及項(xiàng)目成敗的風(fēng)險(xiǎn)發(fā)生。 總之 ,實(shí)施信息化，企業(yè)就要面對巨大風(fēng)險(xiǎn)，有時甚至是將自己的生死交到了信息化手上。 The shift, soon the risk shifts to another side, like purchase insurance, sub package and so on。 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 consultant39。 Also some people simple regard as ERP the current service flow the puterization. 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 monitoring May 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 lev