制约纺织企业实施ERP的管理因素

纺织企业成功实施ERP受到许多因素的影响,本文主要从ERP实施动因分析、做好ERP系统的准备工作、系统规划、流程冲突、人员管理、项目监理等管理因素来论述,为纺织企业ERP系统的实施奠定管理基础。     

ERP工程监理:企业信息化的保护神

<正>ERP项目是一项高风险的系统工程。因此,ERP工程监理应能及时发现已经发生或预警潜在的风险问题。设立ERP工程监理,对ERP工程建设的全过程进行独立、公正的督导、协调与管理.对工程的质量、系统进度、造价、安全、合同、信息承担监理责任,以确保ERP工程建设的顺利完成。ERP项目是一个高风险项目,一方面企业因为应用ERP必然涉及到人们传统管理思想的转变、管理模式的改变等一系列实际问题,所以整个项目应用涉及面广、难度大、周期长、费用大;另一     

ERP项目监理的方法论

ERP作为企业信息化的核心组成部分,一直是企业进行信息化的主要难点,而作为项目保障体系的项目监理在ERP项目中往往得不到重视,分析其原因是ERP项目监理缺乏完善的方法论,本文通过分析ERP监理的体系结构,提出了基于项目生命周期的“以终为始”的监理方法。     

浅谈神华集团ERP项目实施的意义

本文首先介绍了神华集团的行业领域,信息化217工程中核心项目ERP的介绍,基本特点,神华在实施ERP项目过程中的战略特色,ERP实施后将为神华带来的价值和收益,助力神华集团管理提升以及在实施过程中还存在的困难。     

基于网络计划技术的ERP实施进度控制研究

ERP是21世纪敏捷制造模式下企业运作的基础,ERP项目实施进度管理是企业信息化难点。本文以项目管理方法为基础,从ERP实施进度偏差识别和分析入手,运用双代号网络计划技术优化ERP实施项目关键路线,为ERP项目实施提供一种直观、动态的项目进度控制和预测管理辅助方法,并结合实例说明方法的有效性。     

安全施工工程的工程监理

工程监理制度在我国工程领域已实行了近二十年,随着工程项目管理的新变化,安全管理问题已是工程监理重要组成部分。文章分析了工程监理中安全管理的现状及问题,在此基础上,提出了有效实施工程安全监理的措施和建议。     

ERP项目咨询与监理融合机制的研究

结合实际企业ERP系统实施过程中咨询与监理的经验,讨论了ERP项目咨询与监理及其融合的必要性、特点和运作规律.     

ERP项目监理评价体系的构建

目前ERP项目监理还没有形成一套完整的评价体系,而土建工程监理的评价体系比较成熟,本文根据ERP项目和项目监理的特点,借鉴土建工程监理"三控制"(进度控制、投资控制、质量控制)的监测体系框架来构建ERP项目监理的评价体系.     

论培训在ERP项目实施中的重要性

应用ERP系统是帮助企业改变管理模式、提升管理水平的有效途径,而为企业要保证ERP项目的有效实施,必须充分重视培训管理。本文详细分析了ERP项目中培训管理的意义和培训管理中应特别注意的重点问题。     

集团ERP项目成功上线的必要条件

随着信息时代科技信息技术的不断发展,我国企业的现代化和信息化发展不断加速,,我国的企业开始应用ERP项目于企业的管理中.然而ERP项目是庞大而复杂的系统,体现了先进的企业管理思想.ERP项目实施存在着一定的风险,因此,如何做好ERP项目实施前的前期工作,满足ER.P项目实施的必要条件,已经成为重要的课题.     

跨地域ERP项目管理控制的应用研究

ERP项目的实施很难,而负责一个跨地域的ERP项目就更难。这需要项目经理具有项目管理经验的同时,还应该采用一些先进的项目管理工具以及高效的项目沟通手段解决跨地域带来的项目沟通问题。本文介绍了Project 2003以及远程控制软件Radmin在项目管理上的应用实例,对同类项目的管理控制有一定的启发和帮助。     

Risk,Process Maturity,and Project Performance: An Empirical Analysis of US Federal Government Technology Projects

In recent years, there has been increasing pressure on the US federal government to reduce spending and improve the management of its technology projects. Mitigating the adverse impact of risks on the performance of these projects presents a significant challenge for its stakeholders. Our research examines this challenge in two steps. First, we identify and define a set of salient risks in federal technology projects—specifically, complexity risk and contracting risk in the planning process, and execution risk in the execution process. Next, we investigate whether higher levels of process maturity, assessed by the Capability Maturity Model Integration (CMMI) framework, mitigate the negative effect of project risks on project performance. The analysis of time‐series data collected from 82 federal technology projects across 519 quarterly time periods indicates that each of the three types of risks has a significant negative effect on project performance. This finding highlights the practical significance of managing these risks in the federal technology project context. Further, we find that increasing levels of process maturity attenuate the negative effect of project risks on the performance of federal technology projects. However, the attenuation effects are consequential only at high levels of project risks; at low levels of project risk, increasing levels of process maturity can adversely affect project performance. To demonstrate the financial implications of increasing process maturity levels in federal technology projects, we examine the magnitude of project cost savings (and overruns) across different levels of CMMI and project risks. In summary, our study contributes to the sparse literature on public sector operations by addressing the understudied context of federal technology projects, and provides a nuanced examination of the implications of process maturity in managing the risk to performance relationship in such projects.     

重量级IT项目敏捷管理方法研究

重量级IT项目具有高度复杂性和不确定性,以过程为基础的项目管理需要借敏捷方法加以改进.本文以阐明IT项目的复杂产品系统特性为起点,从复杂产品系统的模块化及分解入手,讨论了IT产品的动态形成过程.提出了一个重量级IT项目敏捷管理方法框架.在该方法中,探讨了复杂产品分解的随机Petri网概念模型、柔性团队行为模型、重载方法适度规范集以及基于知识转移的敏捷开发过程.     

A dynamic ERP critical failure factors modelling with FCM throughout project lifecycle phases

Implementation of enterprise resource planning systems (ERPs) is a complex and costly task which usually results in serious failures. Numerous factors affect these projects implementation due to their size, complexity and high chance of failure. Therefore, identifying these factors in ERP projects is a critical issue. The majority of previous publications have been conducted in identifying ERP critical success factors (CSFs) rather than critical failure factors (CFFs). In order to help practitioners, this article studies the CFFs in ERP implementation projects. The implications of interdependency among failure factors are also usually overlooked by project managers due to perceived complexity in modelling and analysing influential factors. With this in mind, we have proposed a fuzzy cognitive map (FCM)-based dynamic model of ERP failure factors through project lifecycle phases. The main advantage of FCM lies in them being capable of modelling complex phenomena based on the experts’ perceptions. This tool models uncertainty and related events, imitating human reasoning. Moreover, FCMs enable the developing of forecasting exercises through simulations. Practitioners would thus assess the joint influence of ERP implementation failure factors on project outcomes. The results make known to practitioners which problems will arise if the failure factors are not treated, and how these will impact on the outcomes of projects. Therefore, the proposed approach would help them to manage ERP implementation projects in a more effective and proactive way.     

Systems innovation manager

Each year organizations spend a significant amount of money developing new products and processes in an effort to satisfy customer demands and manufacture high-quality products efficiently. Both development processes - product and process, are complex, resource intensive and thrive on innovation. They demand a variety of skills and resources, but in particular, participation among all staff in generating ideas, managing projects and implementing change. There are currently a number of software tools and methods that facilitate change in a systems environment. These range from complex modelling tools to information management tools. The tools have been developed around paradigms, e.g. world class manufacturing, total quality management and business process reengineering. They are often complex, requiring the efforts of skilled designers and managers. Current thinking within a systems environment reflects a more participative and less specialist approach to managing innovation and change. There is a need to create compromise between detailed project engineering and good management practice. This paper introduces a new paradigm centred on good management practice, and identifies the critical issues in systems innovation and change. The paradigm is articulated through a series of change levers and a methodology that guides managers and designers. It is supported by a series of software tools that together bring innovation management to life within the industrial organization.     

重大工程项目风险管理中的综合集成方法

随着我国计划经济体制向市场经济体制的逐步过渡,重大工程项目所面临的风险越来越大,加强对重大工程项目风险管理的理论研究和实际应用就显得非常重要。本文对重大工程项目中风险的特点进行了剖析,提出了以综合集成方法为指导对重大工程项目进行全寿命动态风险管理的观点,并对如何制订和实施项目风险管理计划作了具体分析。     

建设项目的费用控制以及项目费用管理系统的需求

对于许多项目而言,费用严重超支、交付成果低劣的现象更凸显了需要对项目管理流程进行有效的管理和控制。本文叙述了项目从概念设计阶段到完工整个生命周期的有效费用控制,并介绍了进行这种控制所需要的项目费用管理系统在大型建设项目上的应用。     

基于突变的项目组合共享资源竞争拥挤研究

对于以项目方式进行管理或生产的企业来说,共享资源在多项目、特别是项目组合(project portfolio,PP)中的合理配置是企业运营所需要解决的重要问题,对企业实现可持续发展起着关键的支撑作用。本文将突变理论引入项目组合管理问题中,在类比交通系统中车辆对交通资源竞争的基础上,提出了项目组合系统共享资源竞争拥挤概念,并对其基础变量进行了详细分析;其次,本文分析了项目组合共享资源竞争拥挤势函数和竞争稳定性,构建了以系统效率最大化为决策目标的项目组合共享资源竞争拥挤模型;最后,通过HD集团的案例分析对项目组合共享资源竞争拥挤模型的可实践性进行了验证,并以此为基础,针对项目组合管理提出了共享资源的改进管理方案。     

How Software Project Risk Affects Project Performance: An Investigation of the Dimensions of Risk and an Exploratory Model*

To reduce the high failure rate of software projects, managers need better tools to assess and manage software project risk. In order to create such tools, however, information systems researchers must first develop a better understanding of the dimensions of software project risk and how they can affect project performance. Progress in this area has been hindered by: (1) a lack of validated instruments for measuring software project risk that tap into the dimensions of risk that are seen as important by software project managers, and (2) a lack of theory to explain the linkages between various dimensions of software project risk and project performance. In this study, six dimensions of software project risk were identified and reliable and valid measures were developed for each. Guided by sociotechnical systems theory, an exploratory model was developed and tested. The results show that social subsystem risk influences technical subsystem risk, which, in turn, influences the level of project management risk, and ultimately, project performance. The implications of these findings for research and practice are discussed.     

Setting tolerance limits for statistical project control using earned value management

Project control has been a research topic since decades that attracts both academics and practitioners. Project control systems indicate the direction of change in preliminary planning variables compared with actual performance. In case their current project performance deviates from the planned performance, a warning is indicated by the system in order to take corrective actions.Earned value management/earned schedule (EVM/ES) systems have played a central role in project control, and provide straightforward key performance metrics that measure the deviations between planned and actual performance in terms of time and cost. In this paper, a new statistical project control procedure sets tolerance limits to improve the discriminative power between progress situations that are either statistically likely or less likely to occur under the project baseline schedule. In this research, the tolerance limits are derived from subjective estimates for the activity durations of the project. Using the existing and commonly known EVM/ES metrics, the resulting project control charts will have an improved ability to trigger actions when variation in a project׳s progress exceeds certain predefined thresholdsA computational experiment has been set up to test the ability of these statistical project control charts to discriminate between variations that are either acceptable or unacceptable in the duration of the individual activities. The computational experiments compare the use of statistical tolerance limits with traditional earned value management thresholds and validate their power to report warning signals when projects tend to deviate significantly from the baseline schedule.