【正文】 ense 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, suitable conservative。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, enterprise39。s inventory levels from the warehouse module and the shipping dock39。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 munication have never been tested like this before. People don39。s problem. Not anymore. With ERP, the customer service representatives are no longer just typists entering someone39。s best hope for demonstrating value is as a sort of battering ram for improving the way your pany takes a customer order and processes it into an invoice and revenueotherwise known as the order fulfillment process. That is why ERP is often referred to as backoffice software. It doesn39。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 personnel39。 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 e specifically to 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 distinguishes to carry on。但如果不實施信息化，企業(yè)就要被同行所超越 ，進而湮沒在全球化的浪潮中，這是每一家企業(yè)都不愿意看到的。 1)建立并及時更新項目風險列表及風險排序。 ERP 項目實施中存在各種角色，對各種角色應具備的素質(zhì)，我們在此不再贅述。 由神州數(shù)碼提供 ERP 系統(tǒng)并負責實施的昆山世同金屬，在較短時間內(nèi)上線成功，原因之一就是易飛 ERP 實施小組完整成熟的導入機制及顧問人員卓越的素質(zhì)，有效順利地協(xié)助了世同金屬的上線工作。但采用這種方式，買方（即客戶）存在較大的風險，因此，國內(nèi)很多客戶傾向于以固定價格訂立實施服務合同。 ERP 項目實施的風險管理 不同類型的項目有不同類型的風險。 規(guī)避，即通過消除風險的成因來消除該風險； 減輕，即通過采取措施降低“風險概率”或“風險影響” ,從而達到降低風險值的結(jié)果； 轉(zhuǎn)移，即將風險轉(zhuǎn)移到另一方，如購買保險、分包等； 接受，即對該風險不采取措施，接受其造成的結(jié)果，或在該風險發(fā)生后再采取應急計劃進行處理。 風險分析主要可采用的方法有：風險概率 /影響評估矩陣、敏感性分析、模擬等。 風險識別，是指識別并記錄可能對項目造成不利影響的因素。同時也直接提出了未來企業(yè)必須面對的一個風險：將整個企業(yè)放入企業(yè)系統(tǒng)中的風險。不過，即便 ERP 軟件能做到免費，或如IBM 推崇的按需收費的境界，從整個企業(yè)實施的角度，考慮到人員、培訓、維護、業(yè)務重組、二次開發(fā)、三次、 n次開發(fā)，其費用應該也在數(shù)百萬乃至千萬人民幣的規(guī)模。這對于國內(nèi)企業(yè)而言，已是不 小的數(shù)目了。 按照美國項目管理協(xié)會對風險的定義，“風險”是指對項目有利或不利的不確定因素。由于項目處于不斷發(fā)展變化的過程中，因此風險識別也貫穿于整個項目實施的全過程 ,而不僅僅是項目的開始階段。在進行上述分析時，主要關注以下幾個風險因素： 風險概率：即風險事件發(fā)生的可能性的百分比表示。 具體采用何種方式來應對某一風險，取決于該風險的風險值（ EMV）、 擬采取應對措施的可能成本、項目管理人員對待風險的態(tài)度（效用函數(shù)）類型等各方面，不可一概而論。 ERP 項目實施的風險同樣有其特殊性。而這種合同方式，則對于賣方（即顧問方）存在較大風險。從上線開始便有專業(yè)顧問負責整個導入實施的計劃，長期積累的行業(yè)知識及管理經(jīng)驗也提升了整個 ERP 的運作水平，妥善處理了上線工作中的問題。要降低項目的人力資源風險，就要保證進入到項目中并承擔角色的各類項目干系人滿足項目要求。項目管理人員應隨時關注與關鍵風險相關因素的變化情況，及時決定何時、采用何種風險應對措施。可看看常見的資料，都是教你如何去規(guī)避信息化風險，而沒有人愿意直面風險，這不能不說是信息化的缺失。 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 monitoring The risk monitoring mainly includes following several aspects the duty: 1) Carrying on in the process in the project to track has distinguished the 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 es and formulates the corresponding processing measure. 2) Guaranteed the risk should to the plan execution and appraised the risk 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 sharpedged 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 op