本文選題：SAP-BW產品實施 + 風險管理　； 參考：《西南交通大學》2015年碩士論文

【摘要】：SAP-BW(SAP Business Warehouse)產品是為企業(yè)管理者提供決策思考的一個重要信息管理平臺,它以信息技術化為基礎,并且以數字化,系統(tǒng)化的管理思想為指導。SAP-BW產品是信息經濟,知識經濟發(fā)展的進一步延伸,能整合企業(yè)各項資源,使企業(yè)揚長避短,發(fā)揮出最大的經濟效益,從而增強企業(yè)的核心競爭力。當前國內很多企業(yè)由于沒有很好地處理管理和技術上的風險而造成SAP-BW產品實施或者超時超支或者沒達到預定的目標甚至項目完全失敗,所以風險管理是企業(yè)實施SAP-BW產品項目成敗的一個重要因素。針對當前SAP-BW產品實施的現狀,本文既采用了理論與案例分析相結合的方法,也采用了定性和定量分析相結合的研究方法。首先介紹了項目風險管理理論和SAP-BW產品項目實施方法論,然后通過儀征化纖公司SAP-BW產品實施項目這個具體案例闡述了現實中SAP-BW產品項目管理的方法：根據智力激勵法(頭腦風暴法)和專家判斷預測法識別出了SAP-BW產品實施中的風險因素；然后對風險因素進行定性分析,再根據風險矩陣模型進行進一步的量化評估,最終得到5個主要的風險因素：需求管理風險,項目進度管理風險,技術實施能力風險,新老系統(tǒng)數據轉換風險,實施后系統(tǒng)使用和維護風險。針對5個主要的風險因素經過分析后從管理和技術上給出對應的應對措施,從而為項目成功上線提供了保障。本文采用了6類方法和工具：專家判斷法,頭腦風暴法,訪談法,根本原因分析法,文檔審核法,假設分析法等。通過確定目標,明確主要的利益相關者,收集資料,預估風險類別,識別潛在風險；風險評估中采用了主觀評分方法和數理分析方法定性和定量分析識別出來的需求管理風險,項目進度管理風險等主要的風險因素對于項目總體的影響；最后定制出對應的風險應對策略,從而也充分論證了良好的風險管理是SAP-BW產品實施項目的成功的必要條件。
[Abstract]:SAP-BW(SAP Business Warehouse product is an important information management platform to provide decision-making thinking for enterprise managers. It is based on information technology, and guided by digital and systematic management ideas. SAP-BW product is information economy. The further extension of the development of knowledge economy can integrate all kinds of resources of the enterprise, make the enterprise develop its advantages and avoid its weaknesses, bring into play the greatest economic benefits, and thus strengthen the core competitiveness of the enterprise. At present, many domestic enterprises have failed to deal with the risks of management and technology well, resulting in the implementation of SAP-BW products or overspending in excess of time, or failing to reach the predetermined targets or even the complete failure of the project. Therefore, risk management is an important factor for enterprises to implement SAP-BW product projects. In view of the present situation of SAP-BW product implementation, this paper adopts the method of combining theory with case analysis, as well as the research method of qualitative and quantitative analysis. First of all, it introduces the theory of project risk management and the methodology of SAP-BW product project implementation. Then through the Yizheng chemical fiber company SAP-BW product implementation project this concrete example elaborated the real SAP-BW product project management method: according to the intelligence incentive method (brainstorming method) and the expert judgment forecast method identified the SAP-BW product reality Risk factors in practice; Then qualitative analysis of risk factors and further quantitative evaluation according to risk matrix model are carried out. Finally, five main risk factors are obtained: demand management risk, project schedule management risk, technology implementation capability risk. New and old system data conversion risk, system use and maintenance risk after implementation. According to the analysis of the five main risk factors, the corresponding countermeasures are given from the management and technology aspects, thus providing the guarantee for the successful launch of the project. This paper adopts six kinds of methods and tools: expert judgment method, brainstorming method, interview method, root cause analysis method, document review method, hypothesis analysis method and so on. By identifying objectives, identifying key stakeholders, collecting data, estimating risk categories, identifying potential risks, and using subjective scoring and quantitative analysis methods to identify demand management risks qualitatively and quantitatively, The main risk factors, such as project schedule management risk, have an impact on the overall project. Finally, the corresponding risk response strategy is developed, which fully demonstrates that good risk management is the necessary condition for the success of SAP-BW product implementation project.
【學位授予單位】：西南交通大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F270.7;F272.3

【參考文獻】

相關碩士學位論文 前2條

1 王建民;JJ集團SAP-ERP項目實施的風險管理[D];中國海洋大學;2011年

2 杜惠新;ERP項目實施中的風險管理[D];西南交通大學;2006年

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本文編號：1976822