外文翻译---erp项目实施成功因素和风险管理(编辑修改稿)

外文翻译---erp项目实施成功因素和风险管理(编辑修改稿)内容摘要：

the above analysis, mainly pays attention to following several risk factor: Risk probability: Namely the risk event occurs possible percentage expression. This numeral is, like the expert who obtains through the subjective judgment appraises, the interview or the basis before similar project historical information. Risk influence: Namely the risk has possibly the influence size which creates to the project. This kind of influence is possibly in the time, possibly is in the cost, also is possibly other various aspects. Risk value (required value EMV): The risk value = risk probability * risk influence, is to the risk the influence most direct appraisal which creates to the project, its overall evaluation probability with has affected two aspects the factors. 3. risks should plan the establishment The risk should lie in to the plan goal through the formulation corresponding measure, es to be supposed to the risk the threat which possibly creates to the often uses should to threat several measures be: The circumvention, reduces, the shift, accepts. The circumvention, namely eliminates this risk through the elimination risk origin。 Reduces, namely through takes the measure to reduce the risk probability or the risk influence, thus achieved reduces the risk value the result。 The shift, soon the risk shifts to another side, like purchase insurance, sub package and so on。 Accepts, namely does not take the measure to this risk, accepts result which it creates, or occurs after this risk uses the contingency plan to carry on processing again. Selects what method to e specifically to be supposed to some risk, is decided in this risk value (EMV), plans to adopt should to the measure possible cost, the project management personnel treat the risk the manner (utility function) the type and so on various aspects, cannot be generally spoken. The risk should be aims at the risk to the plan which distinguishes to carry on。 Regarding the unknown risk, not impossible to choose in advance the formulation corresponding to be supposed to plan or the contingency plan, therefore, may stockpile using the management should be right. 4. risk monitoring The risk monitoring mainly includes following several aspects the duty: 1) Carrying on in the process in the project to track has distinguished the risk, the monitoring remaining risk and distinguishes the new risk: Along with the project implementation as well as the risk should to the measure execution, each kind the influence factor be in the process to the project which changes unceasingly, therefore, needs in the entire project process, the time surveillance risk development and the change situation, determined follows the new risk which certain risks vanishing es and formulates the corresponding processing measure. 2) Guaranteed the risk should to the plan execution and appraised the risk should to plan carry out the effect. The appraisal method may be the project cycle (stage) the natural review, the achievements appraisal and so on. 3) accepts to the sharpedged risk the risk takes the suitable flexible measure. Through the risk monitoring process, the project personnel renews the project risk tabulation continually, and through the repetition above various steps guaranteed the project risk is at the controlled condition throughout. Ⅱ ERP project implementation risk management The different type project has the different type risk. The ERP project implementation risk has its particularity similarly. The following gives a briefing to in the ERP project implementation process risk management measure, the single opinion, only supplies the reference. 1. ERP project implementation main risk and should to the measure As mentioned above, possesses nearly about the project plan and the information all possibly takes the risk recognition the basis, like project progress and cost plan, work deposition structure, project organizational structure, project scope, similar project historical information and so on. In the ERP project risk recognition process, may take the project plan as the clue, the recognition project in various aspects risk. In the implementation process, should pay attention to following several aspects specially the risk: 1) project scope risk The project purchase management usually has three contract ways, namely: The solid fixed price or the total price contract, the cost reimburse (add reward) the contract, the unit price contract. The usual uncertainty is bigger, a risk bigger project, more tends to in using depends on after the contract way. This also is overseas and the domestic part ERP supplier uses in the implementation service according to the human day provides serves and charges the fee the reason. But selects this method, the buyer (. customer) has the big risk, therefore, the domestic very many customers favor in work out the implementation contract of service by the fixed price. But this contract way, then (. consultant side) has the big risk regarding the seller. Under this premise, if the project scope definition is not clear, possibly causes the round turns to have the difference to the project scope cognition: The seller hoped reduces the implementation scope as far as possible, by smallest cost closing performance。 But the buyer hoped ERP system all function many implementations, obtains as far as possible by the fixed price the greatest ine. If the bilateral difference is big, cannot achieve consistently, then can create the efficiency inevitably to be low, wr。