内蒙XX煤炭公司ERP项目风险管理研究

发布时间：2018-06-06 08:52

本文选题：项目管理 + 风险管理　；参考：《南京邮电大学》2014年硕士论文

【摘要】：ERP系统建设投入高、周期长,在系统实施的过程中有很多难以掌控的因素,有很多项目实施失败的案例,在ERP项目的实施中,风险管理是非常重要的,对风险的有效管控对于提高ERP系统实施的成功率有很大的促进作用。为了了解内蒙XX煤炭公司ERP项目实施过程中存在的风险因素,笔者在内蒙XX煤炭公司内部发放了问卷调查,问卷结果显示,影响内蒙XX煤炭公司ERP项目实施的关键风险因素一共有十个,分别是:需求分析出现了偏差、供应商选择上可能存在决策上的失误、对需求的变更没有加以控制、外包存在风险、用户支持不够、项目的里程碑没有有效控制、设计方案与客户需求存在偏差、沟通不足、人力资源上存在一定的风险、进度控制不力。但是在内蒙XX煤炭公司现有的风险管理体系中无法明确这些风险之间的联系,对风险的重要程度也没有区分,这就造成了内蒙XX煤炭公司的ERP项目实施出现了很多问题。针对这些问题,本文运用解释结构模型加以研究,分析这些风险因素存在着怎样的关系,研究结果表明,人力资源、供应商选择、沟通是位于最底层的风险,也就是导致项目失败的根本原因。本文结合内蒙XX煤炭公司ERP项目实施,提出了现阶段内蒙XX煤炭公司在ERP系统实施过程中项目风险管理所存在的问题,并提出了相应的对策,构建了项目全面风险管理体系。期望本文的研究能对其他同类型ERP项目的实施提供有价值的参考资料。
[Abstract]:The construction of ERP system is high, the period is long, there are many factors that are difficult to control in the process of system implementation, there are many cases of project implementation failure, in the implementation of ERP project, risk management is very important. Effective risk management can greatly promote the success rate of ERP implementation. In order to understand the risk factors in the implementation of the ERP project of XX Coal Company in Inner Mongolia, the author issued a questionnaire survey to XX Coal Company in Inner Mongolia. There are ten key risk factors that affect the implementation of ERP project of XX Coal Company in Inner Mongolia. They are: deviation in demand analysis, errors in decision making in supplier selection, and no control over the change of demand. There are risks in outsourcing, insufficient user support, no effective control of project milestones, deviation between design scheme and customer needs, insufficient communication, certain risks in human resources and weak progress control. However, in the existing risk management system of XX Coal Company in Inner Mongolia, it is impossible to make clear the relationship between these risks, and there is no distinction between the importance of risk, which has caused many problems in the implementation of the ERP project of XX Coal Company in Inner Mongolia. In view of these problems, this paper uses the explanatory structure model to study and analyzes the relationship between these risk factors. The results show that human resources, supplier selection and communication are the lowest risks. That is the root cause of the failure of the project. Combined with the implementation of the ERP project of XX Coal Company in Inner Mongolia, this paper puts forward the problems existing in the project risk management of XX Coal Company in Inner Mongolia during the implementation of the ERP system, and puts forward the corresponding countermeasures, and constructs the overall risk management system of the project. It is expected that this study can provide valuable reference for the implementation of other ERP projects of the same type.
【学位授予单位】：南京邮电大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.3;F426.21

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