本文選題：ERP系統(tǒng) + 信息化��； 參考：《大連理工大學(xué)》2015年碩士論文

【摘要】：全球化在二十一世紀(jì)的今天已經(jīng)儼然來(lái)臨,信息已經(jīng)步入多元化、即時(shí)化的時(shí)代。“云計(jì)算”、物聯(lián)網(wǎng)等新技術(shù)不斷催生,已經(jīng)影響和改變了社會(huì)的生產(chǎn)方式與生活習(xí)慣。本文利用項(xiàng)目管理理論,以R公司ERP系統(tǒng)實(shí)施為例,分析系統(tǒng)集成、軟件開(kāi)發(fā)等信息化項(xiàng)目容易出現(xiàn)的問(wèn)題與不足,給出信息化項(xiàng)目管理的建議。通過(guò)對(duì)需求分析工作方法和項(xiàng)目風(fēng)險(xiǎn)管理方法剖析,指出R公司在項(xiàng)目組織分工不清、相互推諉扯皮,成員間溝通不暢,執(zhí)行力不高的團(tuán)隊(duì)協(xié)作方面的問(wèn)題；指出項(xiàng)目決策管理效率低下,業(yè)務(wù)流程梳理工作重視程度不高的組織與流程方面的問(wèn)題；指出員工責(zé)任心不強(qiáng),缺乏協(xié)作意識(shí),信息化應(yīng)用水平低的行為習(xí)慣方面的問(wèn)題；指出數(shù)據(jù)管理能力薄弱,收集整理的可用BOM清單不能滿足系統(tǒng)需要,數(shù)據(jù)整理缺少共享的基礎(chǔ)數(shù)據(jù)方面的問(wèn)題。提出了制度完善和業(yè)務(wù)流程再造,總結(jié)提煉企業(yè)文化,以文化植入規(guī)范員工行為,建立與之匹配的柔性項(xiàng)目組織,以信息管理優(yōu)化促進(jìn)基礎(chǔ)數(shù)據(jù)(BOM)準(zhǔn)確完整,以?xún)?nèi)控管理強(qiáng)化項(xiàng)目過(guò)程控制的完善策略。最后,強(qiáng)調(diào)正確運(yùn)用需求分析工作方法,全面評(píng)估人、財(cái)、物能力,合理設(shè)置項(xiàng)目建設(shè)目標(biāo),強(qiáng)化項(xiàng)目目標(biāo)的控制,不隨意擴(kuò)大項(xiàng)目建設(shè)范圍。項(xiàng)目形成的業(yè)務(wù)藍(lán)圖必須與業(yè)務(wù)部門(mén)、關(guān)鍵用戶(hù)反復(fù)討論,上上下下達(dá)成共識(shí)。突出ERP項(xiàng)目是“一把手”工程,完善項(xiàng)目組織機(jī)構(gòu)與項(xiàng)目章程,提高項(xiàng)目決策效率。同時(shí),分階段開(kāi)展各級(jí)人員的培訓(xùn)工作,讓業(yè)務(wù)部門(mén)的人員能夠積極地參與到項(xiàng)目建設(shè)中來(lái)。信息部門(mén)克服“重建設(shè)、輕維護(hù)”思想,持續(xù)抓好運(yùn)維保障,及時(shí)解決應(yīng)用問(wèn)題,做好項(xiàng)目產(chǎn)生的數(shù)據(jù)的收集整理與發(fā)布,有效形成ERP系統(tǒng)知識(shí)庫(kù)。
[Abstract]:Globalization has arrived in the 21 century, and information has entered the era of diversification and instantiation. Cloud computing, Internet of things and other new technologies have influenced and changed social production and living habits. Based on the theory of project management and taking the implementation of ERP system in R Company as an example, this paper analyzes the problems and shortcomings of information projects such as system integration and software development, and gives some suggestions for information project management. By analyzing the working methods of demand analysis and project risk management, this paper points out the problems of R company in the aspects of project organization and division of labor, mutual prevarication, poor communication among members, and poor execution ability. This paper points out the problems in organization and process which are inefficient in project decision management and in which the work of business process is not paid high attention to, and points out the problems in the behavior habits of staff with low responsibility, lack of cooperation consciousness and low level of information application. It is pointed out that the ability of data management is weak, the list of available BOM collected and collated can not meet the needs of the system, and the problems of data collation lack of shared basic data. The paper puts forward system perfection and business process reengineering, summarizes and refines enterprise culture, standardizes employee behavior with culture implantation, establishes flexible project organization matching with it, and optimizes information management to promote the accuracy and integrity of basic data. Strengthen project process control by internal control management. Finally, it is emphasized that the correct use of the work method of demand analysis, comprehensive evaluation of people, wealth, material ability, reasonable setting of project construction objectives, strengthening the control of project objectives, and not expanding the scope of project construction at will. The business blueprint of the project must be discussed repeatedly with the business department, key users, and reached a consensus from top to bottom. To highlight ERP project is a top-level project, perfect the project organization and project charter, and improve the efficiency of project decision-making. At the same time, the training of personnel at all levels is carried out in stages so that the personnel of the business department can actively participate in the project construction. The information department overcomes the thought of "heavy construction, light maintenance", continuously pays attention to the operation and maintenance guarantee, solves the application problem in time, completes the collection and arrangement of the data generated by the project, and forms effectively the knowledge base of ERP system.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F270.7

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