R公司ERP系统项目实施研究

发布时间：2018-06-01 11:44

本文选题：ERP系统 + 信息化　；参考：《大连理工大学》2015年硕士论文

【摘要】：全球化在二十一世纪的今天已经俨然来临,信息已经步入多元化、即时化的时代。“云计算”、物联网等新技术不断催生,已经影响和改变了社会的生产方式与生活习惯。本文利用项目管理理论,以R公司ERP系统实施为例,分析系统集成、软件开发等信息化项目容易出现的问题与不足,给出信息化项目管理的建议。通过对需求分析工作方法和项目风险管理方法剖析,指出R公司在项目组织分工不清、相互推诿扯皮,成员间沟通不畅,执行力不高的团队协作方面的问题；指出项目决策管理效率低下,业务流程梳理工作重视程度不高的组织与流程方面的问题；指出员工责任心不强,缺乏协作意识,信息化应用水平低的行为习惯方面的问题；指出数据管理能力薄弱,收集整理的可用BOM清单不能满足系统需要,数据整理缺少共享的基础数据方面的问题。提出了制度完善和业务流程再造,总结提炼企业文化,以文化植入规范员工行为,建立与之匹配的柔性项目组织,以信息管理优化促进基础数据(BOM)准确完整,以内控管理强化项目过程控制的完善策略。最后,强调正确运用需求分析工作方法,全面评估人、财、物能力,合理设置项目建设目标,强化项目目标的控制,不随意扩大项目建设范围。项目形成的业务蓝图必须与业务部门、关键用户反复讨论,上上下下达成共识。突出ERP项目是“一把手”工程,完善项目组织机构与项目章程,提高项目决策效率。同时,分阶段开展各级人员的培训工作,让业务部门的人员能够积极地参与到项目建设中来。信息部门克服“重建设、轻维护”思想,持续抓好运维保障,及时解决应用问题,做好项目产生的数据的收集整理与发布,有效形成ERP系统知识库。
[Abstract]:Globalization has arrived in the 21 century, and information has entered the era of diversification and instantiation. Cloud computing, Internet of things and other new technologies have influenced and changed social production and living habits. Based on the theory of project management and taking the implementation of ERP system in R Company as an example, this paper analyzes the problems and shortcomings of information projects such as system integration and software development, and gives some suggestions for information project management. By analyzing the working methods of demand analysis and project risk management, this paper points out the problems of R company in the aspects of project organization and division of labor, mutual prevarication, poor communication among members, and poor execution ability. This paper points out the problems in organization and process which are inefficient in project decision management and in which the work of business process is not paid high attention to, and points out the problems in the behavior habits of staff with low responsibility, lack of cooperation consciousness and low level of information application. It is pointed out that the ability of data management is weak, the list of available BOM collected and collated can not meet the needs of the system, and the problems of data collation lack of shared basic data. The paper puts forward system perfection and business process reengineering, summarizes and refines enterprise culture, standardizes employee behavior with culture implantation, establishes flexible project organization matching with it, and optimizes information management to promote the accuracy and integrity of basic data. Strengthen project process control by internal control management. Finally, it is emphasized that the correct use of the work method of demand analysis, comprehensive evaluation of people, wealth, material ability, reasonable setting of project construction objectives, strengthening the control of project objectives, and not expanding the scope of project construction at will. The business blueprint of the project must be discussed repeatedly with the business department, key users, and reached a consensus from top to bottom. To highlight ERP project is a top-level project, perfect the project organization and project charter, and improve the efficiency of project decision-making. At the same time, the training of personnel at all levels is carried out in stages so that the personnel of the business department can actively participate in the project construction. The information department overcomes the thought of "heavy construction, light maintenance", continuously pays attention to the operation and maintenance guarantee, solves the application problem in time, completes the collection and arrangement of the data generated by the project, and forms effectively the knowledge base of ERP system.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F270.7

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