【正文】 el. 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, ERP39。s walls, it was somebody else39。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 panies 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 allindeed, 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 socalled 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. 。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. Let39。s all questions have then been easily solved, or thought enterprise39。 The duty deposes the detailed degree of fineness to be moderate, is advantageous for the inspection。 Before but certain risks, as a result of the project distinctive quality, not impossible to occur in it know in advance (unknownunknown, namely unknownunknown risk). 2. qualitative/quota risk analysis The 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 parison, 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: Risk probability/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 establishment The risk should lie in to the plan goal through the formulation corresponding measure, es to be supposed to the risk the threat which possibly creates to the often uses should to threat several measures be: The circumvention, reduces, the shift, accepts. The circumvention, namely eliminates this risk through the elimination risk origin。 5）更新相關(guān)數(shù)據(jù)庫(kù)如風(fēng)險(xiǎn)識(shí)別檢查表，以利于今后類似項(xiàng)目的實(shí)施。 4）對(duì) ERP 認(rèn)識(shí)不正確的風(fēng)險(xiǎn) 有的企業(yè)把 ERP 視為企業(yè)管理的靈丹妙藥，認(rèn)為既然 ERP“功能強(qiáng)大”，只要上了 ERP，企業(yè)的所有問(wèn)題便迎刃而解，或者以為企業(yè)的所有流程都可以納入到 ERP 中來(lái)；還有的人簡(jiǎn)單的將 ERP 視為當(dāng)前業(yè)務(wù) 流程的電子化。因此， ERP 項(xiàng)目實(shí)施的時(shí)間管理，需要充分考慮各種潛在因素，適當(dāng)留有余地；任務(wù)分解詳細(xì)度適中，便于考核；在執(zhí)行過(guò)程中，應(yīng)強(qiáng)調(diào)項(xiàng)目按進(jìn)度執(zhí)行的重要性，在考慮任何問(wèn)題時(shí)，都要將保持進(jìn)度作為先決條件；同時(shí)，合理利用趕工及快速跟進(jìn)等方法，充分利用資源。寧愿多花一些時(shí)間在項(xiàng)目實(shí)施前的范圍界定工作上，也不要在項(xiàng)目實(shí)施過(guò)程中，面對(duì) ERP 繁多的功能，實(shí)施方與用戶方爭(zhēng)執(zhí)不下，或被迫讓步，投入更大的精力于項(xiàng)目中，而導(dǎo)致項(xiàng)目不能按時(shí)完成。 實(shí)施過(guò)程中，應(yīng)特別關(guān)注以下幾方面的風(fēng)險(xiǎn)： 1)項(xiàng)目范圍的風(fēng)險(xiǎn) 項(xiàng)目采購(gòu)管理通常有三種合同方式，即：固定價(jià)或總價(jià)合同、成本報(bào)銷（加獎(jiǎng)勵(lì)）合同、單價(jià)合同。評(píng)估的方法可以是項(xiàng)目周期（階段）性回顧、績(jī)效評(píng)估等。 風(fēng)險(xiǎn)值（預(yù)期值 EMV）：風(fēng)險(xiǎn)值 =風(fēng)險(xiǎn)概率風(fēng)險(xiǎn)影響，是對(duì)風(fēng)險(xiǎn)對(duì)項(xiàng)目造成的影響的最直接評(píng)估，它綜合考慮了概率與影響兩方面的 因素。風(fēng)險(xiǎn)識(shí)別只能發(fā)現(xiàn)已知風(fēng)險(xiǎn)（如：已知項(xiàng)目組織中某一成員能力不 能完全滿足要求）或已知未知風(fēng)險(xiǎn)（ knownunknown,即“事件名稱已知”，如“客戶方人員參與力度不足”）；而某些風(fēng)險(xiǎn)，由于項(xiàng)目的獨(dú)特性，不可能在其發(fā)生前預(yù)知 (unknownunknown,即未知未知風(fēng)險(xiǎn) )。風(fēng)險(xiǎn)一旦發(fā)生，它的影響是多方面的，如導(dǎo)致項(xiàng)目產(chǎn)品 /服務(wù)的功能無(wú)法滿足客戶的需要、項(xiàng)目費(fèi)用超出預(yù)算、項(xiàng)目計(jì)劃拖延或被迫取消等，其最終體現(xiàn)為客戶滿意度的降低。在未來(lái)的五到十年中，是否有一個(gè)扎實(shí)的 ERP 風(fēng)險(xiǎn)管理機(jī)制將決定了企業(yè)是否能在最初的 ERP 投資中