跨国公司ERP项目的沟通和知识管理研究
发布时间：2018-10-16 10:10
【摘要】：随着经济全球化和科学技术的飞速发展,越来越多的企业尤其是跨国公司更加依赖于企业信息系统来完成其业务管理和企业管理。企业资源计划(ERP, Enterprise Resource Planning)是各种信息系统中最为流行也最为有力的一员。全球500强中有80%的企业正在或计划使用ERP软件,实现企业资源的整合管理,并对企业的方方面面进行监控,为管理者做决定提供依据。众所周知,ERP项目是一项涉及面广的系统工程,它的资源投入量大、项目实施周期漫长,项目的实施非常不易且容易出现多种问题。因此为了保证ERP项目顺利实施,项目团队不仅需要在实施中认真仔细,还需要采取一定的项目管理方法。很多公司在实施ERP项目时,虽然项目的质量管理得到一定程度的重视,但是由于缺乏IT项目管理的相关知识和经验,项目的沟通问题常常被忽略,尤其是项目实施团队和系统用户之问的沟通未能得到重视,从而导致大量项目没有完全符合用户的需求,最终没有得到用户的认可,甚至以失败告终。同时,随着知识管理研究的兴起,越来越多的企业尤其是知识密集型企业开始注重企业知识的管理。在项目管理中,在企业ERP项目中引入知识管理来帮助提高项目质量的需求也越来越迫切。因此本文通过对项目的外部沟通和内部知识管理进行研究,结合某世界500强企业在亚太区的ERP系统上线项目,针对项目实施中存在的沟通问题和知识管理问题,分析其出现的原因,提出相应的解决对策和优化方案,并在实践中检验结果。最终为总结出一套适合于跨国公司ERP项目的沟通管理和知识管理模型做了探索。
[Abstract]:With the rapid development of economic globalization and science and technology, more and more enterprises, especially multinational companies, rely on enterprise information system to complete their business management and enterprise management. Enterprise Resource Planning (ERP) (ERP, Enterprise Resource Planning) is the most popular and powerful member of all kinds of information systems. 80% of the world's top 500 enterprises are using or planning to use ERP software to realize the integrated management of enterprise resources and monitor all aspects of the enterprise to provide a basis for managers to make decisions. As we all know, ERP project is a system project involving a wide range of aspects. It has a large amount of resource input, a long project implementation cycle, the implementation of the project is very difficult and easy to appear a variety of problems. Therefore, in order to ensure the smooth implementation of the ERP project, the project team not only needs careful implementation, but also needs to adopt a certain project management method. Many companies in the implementation of ERP projects, although the quality management of the project has received a certain degree of attention, but due to the lack of relevant knowledge and experience in IT project management, the communication problems of the project are often ignored. Especially the communication between the project implementation team and the system users has not been paid attention to, which leads to a large number of projects that do not fully meet the needs of the users, and ultimately do not get the approval of the users, or even fail. At the same time, with the rise of knowledge management, more and more enterprises, especially knowledge-intensive enterprises, begin to pay attention to knowledge management. In project management, it is more and more urgent to introduce knowledge management into enterprise ERP project to help improve project quality. Therefore, through the research on the external communication and internal knowledge management of the project, combined with the online project of the ERP system in the Asia Pacific region, this paper aims at the problems of communication and knowledge management in the implementation of the project. This paper analyzes the causes of its emergence, puts forward the corresponding solutions and optimization schemes, and tests the results in practice. Finally, it explores a set of communication management and knowledge management models suitable for multinational ERP projects.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：TP315
，
本文编号：2274029
[Abstract]:With the rapid development of economic globalization and science and technology, more and more enterprises, especially multinational companies, rely on enterprise information system to complete their business management and enterprise management. Enterprise Resource Planning (ERP) (ERP, Enterprise Resource Planning) is the most popular and powerful member of all kinds of information systems. 80% of the world's top 500 enterprises are using or planning to use ERP software to realize the integrated management of enterprise resources and monitor all aspects of the enterprise to provide a basis for managers to make decisions. As we all know, ERP project is a system project involving a wide range of aspects. It has a large amount of resource input, a long project implementation cycle, the implementation of the project is very difficult and easy to appear a variety of problems. Therefore, in order to ensure the smooth implementation of the ERP project, the project team not only needs careful implementation, but also needs to adopt a certain project management method. Many companies in the implementation of ERP projects, although the quality management of the project has received a certain degree of attention, but due to the lack of relevant knowledge and experience in IT project management, the communication problems of the project are often ignored. Especially the communication between the project implementation team and the system users has not been paid attention to, which leads to a large number of projects that do not fully meet the needs of the users, and ultimately do not get the approval of the users, or even fail. At the same time, with the rise of knowledge management, more and more enterprises, especially knowledge-intensive enterprises, begin to pay attention to knowledge management. In project management, it is more and more urgent to introduce knowledge management into enterprise ERP project to help improve project quality. Therefore, through the research on the external communication and internal knowledge management of the project, combined with the online project of the ERP system in the Asia Pacific region, this paper aims at the problems of communication and knowledge management in the implementation of the project. This paper analyzes the causes of its emergence, puts forward the corresponding solutions and optimization schemes, and tests the results in practice. Finally, it explores a set of communication management and knowledge management models suitable for multinational ERP projects.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：TP315
，
本文编号：2274029
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