基于J2EE的ERP系统实现英语论文.docx

基于J2EE的ERP系统实现英语论文.docx

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基于J2EE的ERP系统实现英语论文

Discussingaboutthesuccessfulfactorsof

ERPprojectsimplementationandtheriskmanagement

byNooredinEtezady

TheprimaryfunctionsofEnterpriseResourcePlanning（ERP）aretointegratetheinter-departmentaloperationproceduresandManagementInformationSystem（MIS）modules,andtoreallocatetheresourcesofacompany.HowtosuccessfullyimplementanERPsysteminanorganizationisalwaysahotresearchtopicforresearchersaswellasapendingproblemforanorganizationthatwantstoimplementit.AcasestudyontheselectionofsystemsuppliersandcontractnegotiationduringtheERPimplementationofalocalconstructioncompanyinTaiwan,afterreviewingthecommonkeysuccessfactorsdiscussedintheliterature,discussedsevenissues:

codingsystem,workingprocessreengineering,priorityofERPfunctionalityimplementation,customization,participantroles,consultantroleandperformancelevelofsubcontractor,whichalsoaffectedtheimplementation.LessonslearnedfromthecasestudyindiscussedsevenissuesarevaluableforaconstructioncompanyindecidingtoimplementanERPsystem.ThisstudysuggeststhatadditionalcasestudiesarenecessaryforthesuccessfulapplicationofERPsystemsintheconstructionindustry.ERPimplementationisa'TriplePlay'thatcombinespeople,technology,andprocesses.Itembodiesacompleximplementationprocess,especiallyindevelopingcountrieslikeChina,oftentakingseveralyears,hugeamountoffundandinvolvingamajorbusinessprocessreengineeringexercise.AnattempthasbeenmadetoidentifysomeChinese-specificdifficultiesintheimplementationprocessandprovidesolutionstoimplementERPsystemsuccessfullythroughquestionnairesurvey,interviews,andsecondarydata.Onthebasisofanalysisofquestionnaireresults,somecommondifficultieshavebeenexploredbyauthors,suchassupportoftopmanagement,costlyandtime-consuming,culturaldifferences,technicalcomplexity,lackofprofessionalpersonnel,andinnerresistance.Thedifficultiesarelargelyduetothenatureofenterprise'sownershipandsize.Suggestedsolutionstoovercomethesedifficulties:

ERPsoftwarepackagesselection,ERPimplementationteam,BPR,Training,andOutsourcing-ApplicationServiceProvider.ThesesolutionscaneffectivelysolveERPdifficulties.

TheeffectivenessoftheimplementationofenterpriseresourceplanninginimprovingservicequalitycanbeseenintheTaiwanesesemiconductorindustrybyassessingtheexpectationsandtheperceptionsofservicequalityfromtheperspectivesofbothupstreammanufacturersanddownstreamcustomers.Thestudyfirstestablishesamodifiedservicequalitygapmodelincorporating:

（i）thedownstreamcustomers'expectationsandperceptions,and（ii）theupstreammanufacturers'perceptionsofthecustomers'expectationsandperceptions.Anempiricalstudybyquestionnairesurveyisthenundertakentoinvestigatethegapsproposedintheresearchmodel.TheresultsshowthatservicequalitygapsdoexistintheTaiwanesesemiconductorindustrybetweenupstreammanufacturersthatareimplementingERPandtheirdownstreamcustomers.Thestudyshowsthattheproposedmodelprovidesvaluableguidancetomanufacturerswithrespecttotheprevention,detection,andeliminationofthedemonstratedservicequalitygaps.ThemodelthushelpsmanufacturerstoevaluatethecontributionofvariousERPmodulestoimprovedcustomersatisfactionwithservicequalityandalsoprovidesguidanceonimprovementstrategiestoenhanceservicequalitybyeliminatingqualitygaps.

Actually,ERPiswidelyusedinmanyfields,frompublicsectorstoindividualbusiness.Recently,serviceorganizationshaveinvestedconsiderableresourcesintheimplementationofEnterpriseResourcePlanning（ERP）systems,evenusingsolutionsinitiallytargetedformanufacturingcompanies.TogetaninsightintohowservicesapproachhelpERPimplementation,areviewofERPprojects,especiallyinservices,completedbysixcasestudieshasbeenundertaken.Weidentifyanddiscusssomecharacteristicsofservices,whicharediscriminatoryregardingmanufacturing.Maincharacteristicsidentifieddealwithcompleteorpartialintegration,productorcustomerorientation,importanceoflabor,humanfactor.Inconclusion,trendstostandardizationandintegrationseenintheindustrialsectorarealsogrowinginservices,butindifferentways.

Referstotheoverseassomeliteraturematerial,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.Davenporthaspublishednamed"PutsinEnterpriseSystem"thearticleintheHarvardcommercecommentary（Puttingtheenterpriseintotheenterprisesystem）.Thisarticleproposedsystematicallytheenterprisesystem,orcalledtheERPsystemtheoperationbringsfortheenterprisepositiveandnegativedirectsthesound.Simultaneouslyalsodirectlyproposedthefutureenterprisewillhavetofacearisk:

Putsintheenterprisesystemtheentireenterprisetherisk.AccordingtoUSProjectmanagementAssociationtotheriskthedefinition,"therisk"isreferstotheprojectadvantageousorthedisadvantageouselementofcertainty.　　

Theprojectis"forcompletesthedisposableendeavorwhichsomeuniqueproductortheservicestationdo",theproject"thedistinctivequality"haddecidedtheprojectnotimpossiblewasbywiththebeforeidenticalway,simultaneously,theprojectwhichcompletedbyandthebeforeidenticalpersonmustcreatetheproductortheservice,aswellastheprojectpossiblyinvolvedthescope,thetimeandthecostallnotimpossiblestartedwhentheprojectcompletelytodetermine,therefore,carriedonintheprocessintheprojectalsocorrespondingtobeabletoappearthemassiveuncertainty,namelyprojectrisk.Belowthisarticlementioned"therisk"isreferstotheproject"disadvantageously"theelementofcertainty.Existstotheprojectdisadvantageousriskinanyproject,oftenandcangivetheprojecttheadvancementandtheprojectsuccessbringsthenegativeinfluence.Oncetheriskoccurs,itsinfluenceisvarious,likecausestheprojectproduct/servicethefunctiontobeunabletosatisfythecustomertheneed,theprojectexpensesurpassesthebudget,theprojectplandraggingoriscompelledtocancelandsoon,itfinallymanifestsforcustomerdegreeofsatisfactiondepression.Therefore,therecognitionrisk,theappraisalriskandtakethemeasuretobesupposedtobetheriskmanagementhavetheextremelyvitalsignificancetotherisktotheprojectmanagement.　　

ⅠRiskmanagementconcretecontent　　

Theprojectriskmanagementmainlydividesintofollowingseveralsteps:

Theriskrecognition,thequalitative/quotariskanalysis,theriskshouldtoplantheestablishmentandtheriskmonitoring.　　

1.riskrecognitions　

Theriskrecognition,isrefersdistinguishesandrecordspossiblyhastheadverseeffecttotheprojectthefactor.Becausetheprojectisindevelopsinunceasinglythechangeprocess,thereforetheriskrecognitionalsopassesthroughintheentireprojectimplementationentireprocess,butisnotmerelytheprojectinitialstage.Theriskrecognitionisnotthedisposablework,butneedmoresystems,crosswisethought.Possessesnearlyabouttheprojectplanandtheinformationallpossiblytakestheriskrecognitionthebasis,likeprojectprogressandcostplan,workdecompositionstructure,projectorganizationalstructure,projectscope,similarprojecthistoricalinformationandsoon.Needstopayattention,allrisksallmaycarryonthemanagementbynomeansthroughtheriskrecognition.Theriskrecognitiononlycandiscovertheknownrisk（forexample:

Intheknownprojectorganizationsomememberabilitycannotsatisfytherequestcompletely）ortheknownunknownrisk（known-unknown,namely"eventnameknown",like"customersidepersonnelparticipatesindynamicsbeinginsufficient"）;Beforebutcertainrisks,asaresultoftheprojectdistinctivequality,notimpossibletooccurinitknowinadvance（unknown-unknown,namelyunknown-unknownrisk）.

2.qualitative/quotariskanalysis　　

Thelatentriskquantitydistinguisheswhichthroughtheriskrecognitionprocessareverymany,buttheselatentriskstotheprojecttheinfluencearevarious."Theriskanalysis"namelythroughtheanalysis,thecomparison,theappraisalandsooneachway,todeterminedvariousriskstheimportance,sortstotheriskandappraisesittotheprojectpossibleconseque