本文選題：ERP項(xiàng)目 + 項(xiàng)目管理　； 參考：《華僑大學(xué)》2013年碩士論文

【摘要】：目前，我國的企業(yè)大多數(shù)處于成長期，不僅信息化基礎(chǔ)薄弱而且對于企業(yè)資源計(jì)劃（Enterprise Resource Planning，ERP）管理思想也不甚理解，而ERP項(xiàng)目實(shí)施是一項(xiàng)巨大且復(fù)雜的系統(tǒng)工程，涉及的部門、專業(yè)及人員眾多。如何使一支來自不同公司和業(yè)務(wù)部門、具備不同知識(shí)和技能的臨時(shí)團(tuán)隊(duì)，共同努力完成ERP項(xiàng)目實(shí)施計(jì)劃和任務(wù)，這很大程度上決定了ERP項(xiàng)目實(shí)施的成功與否。從這個(gè)意義上來說，保證ERP項(xiàng)目及時(shí)、高效的實(shí)施首要因素是加強(qiáng)ERP項(xiàng)目管理團(tuán)隊(duì)建設(shè)。因此，對ERP項(xiàng)目管理團(tuán)隊(duì)建設(shè)進(jìn)行研究，對指導(dǎo)國內(nèi)企業(yè)及時(shí)高效的完成ERP項(xiàng)目實(shí)施，從而達(dá)到提高管理水平、降低生產(chǎn)成本、增加企業(yè)效益的目的，有著重要的意義。 本文綜合運(yùn)用理論與實(shí)踐相結(jié)合、分析與綜合的研究方法，通過對人力資源管理、項(xiàng)目管理和管理信息系統(tǒng)等學(xué)科理論的分析研究，根據(jù)ERP項(xiàng)目實(shí)施的過程，，結(jié)合項(xiàng)目管理團(tuán)隊(duì)建設(shè)理論，得到ERP項(xiàng)目管理團(tuán)隊(duì)建設(shè)的關(guān)鍵要素，并以MM鎖業(yè)公司實(shí)施ERP項(xiàng)目為研究對象，將本文研究的重點(diǎn)和范圍著眼于ERP項(xiàng)目團(tuán)隊(duì)建設(shè)與團(tuán)隊(duì)管理這一層次上。本文主要的研究內(nèi)容有：首先，闡述項(xiàng)目團(tuán)隊(duì)及ERP項(xiàng)目管理團(tuán)隊(duì)建設(shè)的相關(guān)理論基礎(chǔ)，緊接著結(jié)合MM鎖業(yè)公司ERP項(xiàng)目管理團(tuán)隊(duì)運(yùn)行的實(shí)際案例，主要分析了MM鎖業(yè)公司實(shí)施ERP項(xiàng)目管理團(tuán)隊(duì)建設(shè)的現(xiàn)狀及存在的問題；最后，針對MM鎖業(yè)公司ERP團(tuán)隊(duì)建設(shè)的這些問題，相應(yīng)地提出改進(jìn)MM鎖業(yè)公司ERP項(xiàng)目管理團(tuán)隊(duì)建設(shè)的對策與建議 本文通過對相關(guān)理論的分析研究，結(jié)合MM鎖業(yè)公司實(shí)踐，研究一套對跨部門ERP項(xiàng)目團(tuán)隊(duì)行之有效的團(tuán)隊(duì)建設(shè)與管理模式，希望能為我國正在實(shí)施ERP項(xiàng)目的企業(yè)提供一些有價(jià)值的理論與實(shí)踐參考。
[Abstract]:At present, most enterprises in our country are in the period of growth, not only the foundation of informatization is weak, but also the management thought of Enterprise Resource Planning (ERP) is not very clear. The implementation of ERP project is a huge and complex system engineering, involving departments. A large number of professionals and personnel. How to make an interim team with different knowledge and skills from different companies and business departments work together to complete the ERP project implementation plan and task, which largely determines the success of ERP project implementation. In this sense, to ensure the timely and efficient implementation of ERP projects is to strengthen the ERP project management team building. Therefore, this paper studies the construction of ERP project management team, instructs domestic enterprises to complete ERP project implementation in a timely and efficient manner, so as to improve the management level, reduce production costs and increase enterprise efficiency. This paper combines theory with practice, analyses and synthesizes research methods, through the analysis of human resource management, project management and management information system, according to the process of ERP project implementation. Combined with the theory of project management team construction, the key elements of ERP project management team construction are obtained, and the research object is the implementation of ERP project by MM lock industry company. This paper focuses on ERP project team building and team management. The main research contents of this paper are as follows: firstly, the theoretical basis of the construction of project team and ERP project management team is expounded, and then combined with the actual case of ERP project management team running in MM lock industry company, This paper mainly analyzes the current situation and existing problems of ERP project management team construction in MM lock industry company. Finally, aiming at these problems of ERP team construction in MM lock industry company, The countermeasures and suggestions to improve the ERP project management team construction of MM lock industry company are put forward in this paper, through the analysis of relevant theories, combined with the practice of MM lock industry company, This paper studies a set of effective team building and management model for cross-departmental ERP project team, hoping to provide some valuable theoretical and practical reference for the enterprises implementing ERP project in our country.
【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.8;F270.7

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本文編號(hào)：2008286