外文文献及翻译：ERP项目实施成功因素和风险管理

科技外文文献DiscussingaboutthesuccessfulfactorsofERPprojectsimplementationandtheriskmanagementReferstotheoverseassomeliteraturematerial,asuccessfulERPproject,oftenneedstospendseveralyeartimes,numberthousandsofUSdollarscancomplete.Againturnsheadlooksatthehome,alongwithERPskepticismsgainingground,pricewarstarting,ERPtookonekindofsoftwaresupplier'sproduct,hasactuallygoesdownthegodworldtendency.ERPleaderSAPalsopromotedBusinesstheOneproduct,thepricehasbeenlowerthan100,000.EveniftheERPsoftwarecanachievefree,orliketheIBMesteemaccordingtotheboundarywhichmustcollectfees,implementstheanglefromtheentireenterprise,considersthepersonnel,training,themaintenance,theservicereorganization,there-development,three,ndevelopment,itsexpenseshouldalsoinseveral1,000,000andevensurelythescale.Thisspeakingofthedomesticenterprise,alreadywasnotthesmallnumber.But,somemanyenterprisesharborthebeautifuldream,stepstheERPimplementationthedifficulttravel.Inwhichalsohasmanyprojectstobedefeatedcomestoanend.Butregardingthesefinalsurvivors,whethercanthehalberdbealsoputinstorage,drinkswinetosingloudly?Infact,theenterpriseimplementstheERPprojectafterthesuccesswillfaceimplementsabiggerrisk.Infuturefivetotenyearsin,somesolidERPriskmanagementmechanismhaddecidedwhethertheenterprisecanobtainbenefitstrulyintheinitialERPinvestment.In1998ThomasH.DavenporthaspublishednamedPutsinEnterpriseSystemthearticleintheHarvardcommercecommentary(Puttingtheenterpriseintotheenterprisesystem).Thisarticleproposedsystematicallytheenterprisesystem,orcalledtheERPsystemtheoperationbringsfortheenterprisepositiveandnegativedirectsthesound.Simultaneouslyalsodirectlyproposedthefutureenterprisewillhavetofacearisk:Putsintheenterprisesystemtheentireenterprisetherisk.AccordingtoUSProjectmanagementAssociationtotheriskthedefinition,theriskisreferstotheprojectadvantageousorthedisadvantageouselementofcertainty.Theprojectisforcompletesthedisposableendeavorwhichsomeuniqueproductortheservicestationdo,theprojectthedistinctivequalityhaddecidedtheprojectnotimpossiblewasbywiththebeforeidenticalway,simultaneously,theprojectwhichcompletedbyandthebeforeidenticalpersonmustcreatetheproductortheservice,aswellastheprojectpossiblyinvolvedthescope,thetimeandthecostallnotimpossiblestartedwhentheprojectcompletelytodetermine,therefore,carriedonintheprocessintheprojectalsocorrespondingtobeabletoappearthemassiveuncertainty,namelyprojectrisk.Belowthisarticlementionedtheriskisreferstotheprojectdisadvantageouslytheelementofcertainty.Existstotheprojectdisadvantageousriskinanyproject,oftenandcangivetheprojecttheadvancementandtheprojectsuccessbringsthenegativeinfluence.Oncetheriskoccurs,itsinfluenceisvarious,likecausestheprojectproduct/servicethefunctiontobeunabletosatisfythecustomertheneed,theprojectexpensesurpassesthebudget,theprojectplandraggingoriscompelledtocancelandsoon,itfinallymanifestsforcustomerdegreeofsatisfactiondepression.Therefore,therecognitionrisk,theappraisalriskandtakethemeasuretobesupposedtobetheriskmanagementhavetheextremelyvitalsignificancetotherisktotheprojectmanagement.ⅠRiskmanagementconcretecontentTheprojectriskmanagementmainlydividesintofollowingseveralsteps:Theriskrecognition,thequalitative/quotariskanalysis,theriskshouldtoplantheestablishmentandtheriskmonitoring.1.riskrecognitionsTheriskrecognition,isrefersdistinguishesandrecordspossiblyhastheadverseeffecttotheprojectthefactor.Becausetheprojectisindevelopsinunceasinglythechangeprocess,thereforetheriskrecognitionalsopassesthroughintheentireprojectimplementationentireprocess,butisnotmerelytheprojectinitialstage.Theriskrecognitionisnotthedisposablework,butneedmoresystems,crosswisethought.Possessesnearlyabouttheprojectplanandtheinformationallpossiblytakestheriskrecognitionthebasis,likeprojectprogressandcostplan,workdecompositionstructure,projectorganizationalstructure,projectscope,similarprojecthistoricalinformationandsoon.Needstopayattention,allrisksallmaycarryonthemanagementbynomeansthroughtheriskrecognition.Theriskrecognitiononlycandiscovertheknownrisk(forexample:Intheknownprojectorganizationsomememberabilitycannotsatisfytherequestcompletely)ortheknownunknownrisk(known-unknown,namelyeventnameknown,likecustomersidepersonnelparticipatesindynamicsbeinginsufficient);Beforebutcertainrisks,asaresultoftheprojectdistinctivequality,notimpossibletooccurinitknowinadvance(unknown-unknown,namelyunknown-unknownrisk).2.qualitative/quotariskanalysisThelatentriskquantitydistinguisheswhichthroughtheriskrecognitionprocessareverymany,buttheselatentriskstotheprojecttheinfluencearevarious.Theriskanalysisnamelythroughtheanalysis,thecomparison,theappraisalandsooneachway,todeterminedvariousriskstheimportance,sortstotheriskandappraisesittotheprojectpossibleconsequence,thuscausestheprojecttoimplementthepersonneltobepossibletoconcentratethemainenergyinthefewinnumbermainrisk,thusenabletheprojecttheoverallrisktobeundertheeffectivecontrol.Theriskanalysismainlymayusethemethodincludes:Riskprobability/influenceappraisalmatrix,sensitiveanalysis,simulationandsoon.Whencarriesonthea