【摘要】：隨著經(jīng)濟(jì)全球化和科學(xué)技術(shù)的飛速發(fā)展,越來越多的企業(yè)尤其是跨國公司更加依賴于企業(yè)信息系統(tǒng)來完成其業(yè)務(wù)管理和企業(yè)管理。企業(yè)資源計(jì)劃(ERP, Enterprise Resource Planning)是各種信息系統(tǒng)中最為流行也最為有力的一員。全球500強(qiáng)中有80%的企業(yè)正在或計(jì)劃使用ERP軟件,實(shí)現(xiàn)企業(yè)資源的整合管理,并對企業(yè)的方方面面進(jìn)行監(jiān)控,為管理者做決定提供依據(jù)。眾所周知,ERP項(xiàng)目是一項(xiàng)涉及面廣的系統(tǒng)工程,它的資源投入量大、項(xiàng)目實(shí)施周期漫長,項(xiàng)目的實(shí)施非常不易且容易出現(xiàn)多種問題。因此為了保證ERP項(xiàng)目順利實(shí)施,項(xiàng)目團(tuán)隊(duì)不僅需要在實(shí)施中認(rèn)真仔細(xì),還需要采取一定的項(xiàng)目管理方法。很多公司在實(shí)施ERP項(xiàng)目時(shí),雖然項(xiàng)目的質(zhì)量管理得到一定程度的重視,但是由于缺乏IT項(xiàng)目管理的相關(guān)知識和經(jīng)驗(yàn),項(xiàng)目的溝通問題常常被忽略,尤其是項(xiàng)目實(shí)施團(tuán)隊(duì)和系統(tǒng)用戶之問的溝通未能得到重視,從而導(dǎo)致大量項(xiàng)目沒有完全符合用戶的需求,最終沒有得到用戶的認(rèn)可,甚至以失敗告終。同時(shí),隨著知識管理研究的興起,越來越多的企業(yè)尤其是知識密集型企業(yè)開始注重企業(yè)知識的管理。在項(xiàng)目管理中,在企業(yè)ERP項(xiàng)目中引入知識管理來幫助提高項(xiàng)目質(zhì)量的需求也越來越迫切。因此本文通過對項(xiàng)目的外部溝通和內(nèi)部知識管理進(jìn)行研究,結(jié)合某世界500強(qiáng)企業(yè)在亞太區(qū)的ERP系統(tǒng)上線項(xiàng)目,針對項(xiàng)目實(shí)施中存在的溝通問題和知識管理問題,分析其出現(xiàn)的原因,提出相應(yīng)的解決對策和優(yōu)化方案,并在實(shí)踐中檢驗(yàn)結(jié)果。最終為總結(jié)出一套適合于跨國公司ERP項(xiàng)目的溝通管理和知識管理模型做了探索。
[Abstract]:With the rapid development of economic globalization and science and technology, more and more enterprises, especially multinational companies, rely on enterprise information system to complete their business management and enterprise management. Enterprise Resource Planning (ERP) (ERP, Enterprise Resource Planning) is the most popular and powerful member of all kinds of information systems. 80% of the world's top 500 enterprises are using or planning to use ERP software to realize the integrated management of enterprise resources and monitor all aspects of the enterprise to provide a basis for managers to make decisions. As we all know, ERP project is a system project involving a wide range of aspects. It has a large amount of resource input, a long project implementation cycle, the implementation of the project is very difficult and easy to appear a variety of problems. Therefore, in order to ensure the smooth implementation of the ERP project, the project team not only needs careful implementation, but also needs to adopt a certain project management method. Many companies in the implementation of ERP projects, although the quality management of the project has received a certain degree of attention, but due to the lack of relevant knowledge and experience in IT project management, the communication problems of the project are often ignored. Especially the communication between the project implementation team and the system users has not been paid attention to, which leads to a large number of projects that do not fully meet the needs of the users, and ultimately do not get the approval of the users, or even fail. At the same time, with the rise of knowledge management, more and more enterprises, especially knowledge-intensive enterprises, begin to pay attention to knowledge management. In project management, it is more and more urgent to introduce knowledge management into enterprise ERP project to help improve project quality. Therefore, through the research on the external communication and internal knowledge management of the project, combined with the online project of the ERP system in the Asia Pacific region, this paper aims at the problems of communication and knowledge management in the implementation of the project. This paper analyzes the causes of its emergence, puts forward the corresponding solutions and optimization schemes, and tests the results in practice. Finally, it explores a set of communication management and knowledge management models suitable for multinational ERP projects.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：TP315
，

本文編號：2274029