【正文】 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(jià)格獲得最大的收益。 因此， ERP 項(xiàng)目合同中，應(yīng)對(duì)項(xiàng)目的實(shí)施范 圍做盡可能清晰的界定，切不可停留在“實(shí)施財(cái)務(wù)模塊”或是“實(shí)施應(yīng)收、應(yīng)付、總賬管理”之類的層面上。 2）項(xiàng)目進(jìn)度的風(fēng)險(xiǎn) 關(guān)于 ERP 項(xiàng)目實(shí)施的周期，目前在宣傳上有強(qiáng)調(diào)“快速”的傾向。 由神州數(shù)碼提供 ERP 系統(tǒng)并負(fù)責(zé)實(shí)施的昆山世同金屬，在較短時(shí)間內(nèi)上線成功，原因之一就是易飛 ERP 實(shí)施小組完整成熟的導(dǎo)入機(jī)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。用戶對(duì)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(duì)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。 事實(shí)上，很多項(xiàng)目的失敗，正是起因于項(xiàng)目進(jìn)度出現(xiàn)拖延，而導(dǎo)致項(xiàng)目團(tuán)隊(duì)士氣低落，效率低下。 3）項(xiàng)目人力資 源的風(fēng)險(xiǎn) 人力資源是 ERP 項(xiàng)目實(shí)施過程中最為關(guān)鍵的資源。 ERP 項(xiàng)目實(shí)施中存在各種角色，對(duì)各種角色應(yīng)具備的素質(zhì)，我們?cè)诖瞬辉儋樖觥Ｒ虼?，?shí)施雙方應(yīng)對(duì)參與人員進(jìn)行認(rèn)真的評(píng)估，這種評(píng)估應(yīng)該是雙方面的，不僅是用戶對(duì)咨詢顧問的評(píng)估，也應(yīng)包括咨詢公司對(duì)參與項(xiàng)目的用戶方成員（在國(guó)內(nèi)目前的環(huán)境下，主要是指關(guān)鍵用戶）的評(píng)估。應(yīng) 將參與 ERP項(xiàng)目人員的業(yè)績(jī)?cè)u(píng)估與 ERP項(xiàng)目實(shí)施的狀況相關(guān)聯(lián)，明確 ERP 項(xiàng)目是在該階段項(xiàng)目相關(guān)人員最重要的本職工作；制定適當(dāng)?shù)莫?jiǎng)懲措施；在企業(yè)中建立“一把手工程”的思想，層層“一把手”，即各級(jí)負(fù)責(zé)人針對(duì) ERP 實(shí)施向下行使全權(quán)、對(duì)上擔(dān)負(fù)全責(zé)，將一把手從個(gè)體概念延伸到有機(jī)結(jié)合的群體概念。 要防范或減輕這種風(fēng)險(xiǎn)，需要對(duì)用戶進(jìn)行大量的培訓(xùn)： ERP 的由來， ERP 的功能，實(shí)施 ERP 的目的與期望等等，盡可能在用戶產(chǎn)生“ ERP 不能滿足我的需求和期望”這種想法之前，讓用戶知道“現(xiàn)階段對(duì) ERP 合理的需求期望是什么”。 1)建立并及時(shí)更新項(xiàng)目風(fēng)險(xiǎn)列表及風(fēng)險(xiǎn)排序。 2）風(fēng)險(xiǎn)應(yīng)對(duì) 審計(jì)：隨時(shí)關(guān)注風(fēng)險(xiǎn)應(yīng)對(duì)措施（規(guī)避、減輕、轉(zhuǎn)移）實(shí)施的效果，對(duì)殘余風(fēng)險(xiǎn)進(jìn)行評(píng)估。 4）定期召集項(xiàng)目干系人召開項(xiàng)目會(huì)議，對(duì)風(fēng)險(xiǎn)狀況進(jìn)行評(píng)估，并通過各方面對(duì)項(xiàng)目實(shí)施的反應(yīng)來發(fā)現(xiàn)新風(fēng)險(xiǎn)。 6）引入第三方咨詢，定期對(duì)項(xiàng)目進(jìn)行質(zhì)量檢查，以防范大的風(fēng)險(xiǎn)。但如果不實(shí)施信息化，企業(yè)就要被同行所超越 ，進(jìn)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。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(duì)風(fēng)險(xiǎn)時(shí)的經(jīng)驗(yàn)與大眾共享，相信信息化的失敗率絕對(duì)要比現(xiàn)在少得多。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, 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 redevelopment, 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 es 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 has published named Puts in Enterprise System the article in the Harvard merce mentary (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 pletes 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 pleted 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 pletely 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 pelled 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 recognitions The 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 deposition structure, project organizational structure, project scope, similar project historical information and so on. Needs to pay attention, all risks all may carry on the management by 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 pletely) or the known unknown risk (knownunknown, namely event name known, like customer side personnel participates in