外文文献及翻译------erp项目实施成功因素和风险管理.doc
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外文文献及翻译------erp项目实施成功因素和风险管理,参考国外的一些文献资料，一个成功的erp项目，往往要花费数年时间，数千万美元得以完成。再回头看国内，随着erp怀疑论的抬头，价格战的兴起，erp作为一种软件供应商的产品，却有走下神坛趋势。就连erp界的首领sap也推出了business one产品，价格低于十万。不过，即便erp软件能做到免费，或如ibm推崇的按需收费...
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参考国外的一些文献资料，一个成功的ERP项目，往往要花费数年时间，数千万美元得以完成。再回头看国内，随着ERP怀疑论的抬头，价格战的兴起，ERP作为一种软件供应商的产品，却有走下神坛趋势。就连ERP界的首领SAP也推出了Business One产品，价格低于十万。不过，即便ERP软件能做到免费，或如IBM推崇的按需收费的境界，从整个企业实施的角度，考虑到人员、培训、维护、业务重组、二次开发、三次、n次开发，其费用应该也在数百万乃至千万人民币的规模。这对于国内企业而言，已是不小的数目了。
但是，还是有不少企业怀着美丽的梦想，踏上ERP实施的艰辛之旅。其中又有不少项目以失败告终。而对于那些最后的幸存者，是否就可以还戟入仓，饮酒高歌呢？
事实上，企业在成功实施ERP项目后，将面对较实施前更大的风险。在未来的五到十年中，是否有一个扎实的ERP风险管理机制将决定了企业是否能在最初的ERP投资中真正获益。
1998年Thomas H. Davenport在哈佛商务评论发表了名为《将企业放入企业系统》的文章(Putting the ent ERP rise into the ent ERP rise system)。该文系统地提出了企业系统，或称ERP系统给企业运作带来积极及消极的引响。同时也直接提出了未来企业必须面对的一个风险：将整个企业放入企业系统中的风险。
按照美国项目管理协会对风险的定义，“风险”是指对项目有利或不利的不确定因素。
项目是“为完成某一独特的产品或服务所做的一次性努力”，项目的“独特性”决定了
Refers to the overseas some literature material, a successful ERP project, often needs to spend several year times, number thousands of US dollars can complete. Again turns head looks at the home, along with ERP skepticisms gaining ground, price war starting, ERP took one kind of software supplier'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 100,000.Even 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 re-development, 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 comes 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 H. Davenport has published named "Puts in Enterprise System" the article in the Harvard commerce commentary (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"
但是，还是有不少企业怀着美丽的梦想，踏上ERP实施的艰辛之旅。其中又有不少项目以失败告终。而对于那些最后的幸存者，是否就可以还戟入仓，饮酒高歌呢？
事实上，企业在成功实施ERP项目后，将面对较实施前更大的风险。在未来的五到十年中，是否有一个扎实的ERP风险管理机制将决定了企业是否能在最初的ERP投资中真正获益。
1998年Thomas H. Davenport在哈佛商务评论发表了名为《将企业放入企业系统》的文章(Putting the ent ERP rise into the ent ERP rise system)。该文系统地提出了企业系统，或称ERP系统给企业运作带来积极及消极的引响。同时也直接提出了未来企业必须面对的一个风险：将整个企业放入企业系统中的风险。
按照美国项目管理协会对风险的定义，“风险”是指对项目有利或不利的不确定因素。
项目是“为完成某一独特的产品或服务所做的一次性努力”，项目的“独特性”决定了
Refers to the overseas some literature material, a successful ERP project, often needs to spend several year times, number thousands of US dollars can complete. Again turns head looks at the home, along with ERP skepticisms gaining ground, price war starting, ERP took one kind of software supplier'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 100,000.Even 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 re-development, 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 comes 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 H. Davenport has published named "Puts in Enterprise System" the article in the Harvard commerce commentary (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"
