4）对ERP认识不正确的风险有的企业把ERP视为企业管理的灵丹妙药 ， 认为既然ERP“功能强大” ， 只要上了ERP ， 企业的所有问题便迎刃而解 ， 或者以为企业的所有流程都可以纳入到ERP中来；还有的人简单的将 。

18、ERP视为当前业务流程的电子化 。
要防范或减轻这种风险 ， 需要对用户进行大量的培训：ERP的由来 ， ERP的功能 ， 实施ERP的目的与期望等等 ， 尽可能在用户产生“ERP不能满足我的需求和期望”这种想法之前 ， 让用户知道“现阶段对ERP合理的需求期望是什么” 。
2ERP项目实施中的风险监控可以采取以下措施对ERP项目实施中的风险进行监控 ， 以防止危及项目成败的风险发生 。
1)建立并及时更新项目风险列表及风险排序 。
项目管理人员应随时关注与关键风险相关因素的变化情况 ， 及时决定何时、采用何种风险应对措施 。
2）风险应对审计：随时关注风险应对措施（规避、减轻、转移）实施的效果 ， 对残余风险进行评估 。
3）建立报告机制 ， 及时将 。

19、项目中存在的问题反映到项目经理或项目管理层 。
4）定期召集项目干系人召开项目会议 ， 对风险状况进行评估 ， 并通过各方面对项目实施的反应来发现新风险 。
5）更新相关数据库如风险识别检查表 ， 以利于今后类似项目的实施 。
6）引入第三方咨询 ， 定期对项目进行质量检查 ， 以防范大的风险 。
实施信息化 ， 企业就要面对巨大风险 ， 有时甚至是将自己的生死交到了信息化手上 。
但如果不实施信息化 ， 企业就要被同行所超越 ， 进而湮没在全球化的浪潮中 ， 这是每一家企业都不愿意看到的 。
可看看常见的资料 ， 都是教你如何去规避信息化风险 ， 而没有人愿意直面风险 ， 这不能不说是信息化的缺失 。
如果我们的企业、厂商能够更加开明些 ， 丢掉那所谓的面子问题 ， 将他们面对 。

20、风险时的经验与大众共享 ， 相信信息化的失败率绝对要比现在少得多 。
外文原稿Discussing about the successful factors ofERP projects implementation and the risk managementThe primary functions of Enterprise Resource Planning (ERP) are to integrate the inter-departmental operation procedures and Management Information System (MIS) modules, an 。

21、d to reallocate the resources of a company. How to successfully implement an ERP system in an organization is always a hot research topic for researchers as well as a pending problem for an organization that wants to implement it. A case study on the selection of system suppliers and contract negoti 。

22、ation during the ERP implementation of a local construction company in Taiwan, after reviewing the common key success factors discussed in the literature, discussed seven issues: coding system, working process reengineering, priority of ERP functionality implementation, customization, participant ro 。

23、les, consultant role and performance level of subcontractor, which also affected the implementation. Lessons learned from the case study in discussed seven issues are valuable for a construction company in deciding to implement an ERP system. This study suggests that additional case studies are nece 。

24、ssary for the successful application of ERP systems in the construction industry. ERP implementation is a Triple Play that combines people, technology, and processes. It embodies a complex implementation process, especially in developing countries like China, often taking several years, huge amount。

25、of fund and involving a major business process reengineering exercise. An attempt has been made to identify some Chinese-specific difficulties in the implementation process and provide solutions to implement ERP system successfully through questionnaire survey, interviews, and secondary data. On the 。

26、 basis of analysis of questionnaire results, some common difficulties have been explored by authors, such as support of top management, costly and time-consuming, cultural differences, technical complexity, lack of professional personnel, and inner resistance. The difficulties are largely due to the 。

27、 nature of enterprises ownership and size. Suggested solutions to overcome these difficulties: ERP software packages selection, ERP implementation team, BPR, Training, and Outsourcing-Application Service Provider. These solutions can effectively solve ERP difficulties.The effectiveness of the implem 。

28、entation of enterprise resource planning in improving service quality can be seen in the Taiwanese semiconductor industry by assessing the expectations and the perceptions of service quality from the perspectives of both upstream manufacturers and downstream customers. The study first establishes a。

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标题：外文|外文翻译浅谈ERP项目实施成功因素和风险管理( 四 )