Implementation and evaluation strategy of the hott

2022-08-08
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Enterprise informatization construction project implementation and evaluation strategy

the success of ERP implementation project does not lie in the IT technology itself, but in the enterprise's understanding of its own management problems and the digestion of advanced management ideas

informatization construction project is a typical "top-level project", and its success or failure depends largely on the understanding and support of enterprise leaders for informatization construction. However, the meaning of the "top leader project" is often superficial in the specific implementation, and the enterprise leadership's understanding of these information projects and their own role in them are not clear enough. These uncertainties mainly exist in three aspects: the understanding of the objectives and priorities of enterprise informatization construction, the comparison and selection of various enterprise management software (especially ERP software), and the choice of the implementer of enterprise informatization construction project

objectives and priorities

generally speaking, the planning and implementation of ERP system should be divided into three steps: business requirements definition, software selection and system implementation. These three steps correspond to different work objectives and contents, including:

business requirements definition: clarify the implementation objectives and standards of ERP system

software selection: compare the matching degree of each software in function and business needs, and choose the appropriate software based on this

system implementation stage: reorganize the business process, complete the system configuration, system customization, online and staff transformation according to the business needs. "

when the enterprise leadership decides to choose ERP implementation as the main strategy of informatization, it is necessary to first have an overall understanding of ERP software, including the characteristics of ERP and how to select and implement ERP.

the difference between inside and outside

for the ERP software at home and abroad in the current market, the biggest difference lies in the difference in design concept. The domestic ERP software is basically prepared according to functions, dividing the operation of the enterprise into various modules; Although foreign ERP software is also divided into modules, its preparation is guided by the enterprise process, which makes the operation of enterprises can be linked together with the process as a clue, so as to ensure the unity of business operation and the high integration of management information system

of course, the suitability of foreign ERP software for China's national conditions, such as accounting statements and salary calculation, needs to be further improved; At the same time, the localization of foreign products and the relative weakness of domestic technical force are also issues that need to be carefully considered when choosing foreign ERP software

in short, in the process of selecting ERP software, enterprises should first clarify the goal of information construction, and always take this as the standard throughout the whole evaluation process of software selection. At present, there are some bad trends in the process of informatization selection of Chinese enterprises, that is, enterprises often regard the selection of ERP software as a simple buying and selling behavior, and the selection is not based on the actual needs of enterprises, but on the contrary, the software or implementers decide the selection results by looking for relationships and greeting relevant leaders; Or stick a lot of time and resources to technical indicators and ignore that information construction is a systematic project. These practices make the selection work far away from the original significance, and the enterprise's information construction is bound to be far away from the enterprise's information goal, and ultimately the enterprise itself will suffer

evaluation

at present, some enterprises refer to the method of business operation evaluation and hope to measure the effectiveness of ERP implementation in a specific and quantitative way. In fact, this seemingly accurate approach makes it impossible for enterprises to truly evaluate the value of an ERP system. The incapability of quantitative evaluation of ERP system is determined by its status and function characteristics in the enterprise

the evaluation of ERP system generally depends on the matching degree of its function and business needs. Since the ERP system is a general system, generally, if the success ratio is more than 60%, it can be determined that the ERP system basically meets the design requirements. Of course, such an evaluation method cannot make an intuitive comparison between the value of the system and the capital paid by the enterprise. In this regard, enterprises should determine the rationality of the implementation costs of ERP software, including certification fees, training fees, maintenance fees, etc., through market research, rather than simply comparing them through price bidding; At the same time, because the benefits of implementing ERP system are long-term and fundamental, it must not be measured by the specific return on investment or cash flow

in addition, some enterprises hope to ensure the effectiveness of ERP implementation by means of similar engineering supervision and expert acceptance. Facts have proved that this approach is also undesirable. First of all, expert acceptance often verifies the normal operation of the system through the operation of simulated data. In fact, we can believe that the integration of the system will basically not have problems. The key to judge whether the ERP project is successful lies in whether the enterprise can really rely on the operation of the ERP system, which cannot be ensured by expert acceptance. For example, although some enterprises have built ERP systems that can operate smoothly, the operation of the enterprise cannot be realized through the system, or the enterprise has to adopt the parallel mode of new and old systems for a long time. Of course, such ERP projects fail. Secondly, engineering construction goals are often universal, so their achievements can be tested by universal standards; However, different enterprises will have different needs and objectives when implementing ERP, so the measurement of ERP is not universal and comparable, so it is not suitable to adopt the way of supervision for management. In fact, whether ERP system can play its due role in the enterprise mainly depends on how much it can meet the business needs and implementation goals defined by the enterprise. In this sense, ERP projects can only be supervised by the enterprise itself according to its own needs and goals, and ultimately determine its success or failure. The most critical factor for the success of ERP implementation projects is usually not it technology, so the allowable error should not exceed 2% Technology itself lies in the enterprise's understanding of its own management problems and digestion of advanced management ideas, in the rationalization and standardization of business processes, in its grasp of the redistribution of responsibilities, rights and interests, and whether it can successfully promote the transformation of employees' ideas

according to the experience of previous projects, a truly successful ERP project must first have successfully combed and reorganized the enterprise process. In some ERP implementation projects, enterprises and implementers only match the existing business processes with the standard functions of the system. This process reorganization based on the functions of the software itself is incomplete. On the one hand, such matching is easy to ignore the characteristics and corresponding management needs of enterprises, thus obliterating the essence of information construction and improving management. On the other hand, ERP system process only involves the basic process of enterprise operation, and the process specification of enterprises should also include broader and more specific connotation, such as processes outside the system and specific policies. For example, the budget initiation and budgeting process that cannot be covered by the ERP budget process, the project feasibility study and project initiation process that cannot be covered by the project management module, the supplier evaluation, qualified supplier certification and selection process that cannot be covered by the procurement module, and so on. For Chinese enterprises, we generally lack a sound and mature process management foundation. In this case, these processes or specific policies outside the system often have very high management value, and also directly determine the success or failure of business process reengineering and the whole informatization project

in addition, it is worth noting that, as a management optimization project, ERP projects involve cross departmental collaboration, information sharing, business sorting, function adjustment and other issues that directly affect the success or failure of the project. How to grasp these factors has more important significance for the ERP implementation of large enterprise groups. Therefore, while clarifying the enterprise planning and improving the business process, it is of great significance for the success or failure of the project to let employees understand the ERP project and effectively promote the change of their ideas

choice of implementers

erp software implementation is a management project. The implementer plays an important role in guiding enterprises to implement ERP software and promoting the rationalization of export growth

at present, enterprises generally choose ERP implementers in three ways:

1 Directly select software providers as implementers

2. Bundle software providers and management consulting companies

3. Adopt a two-step approach, first select the ERP software, and then select the management consulting company for implementation

as for the first method, its advantage is that software vendors are usually familiar with their own products. However, carrying out an ERP project will inevitably involve the redistribution of responsibilities, rights and interests of enterprises. Therefore, the key factors related to the success or failure of the project often lie in non-technical issues such as the ideological transformation of personnel, the design of business processes, and the sorting of relationships between organizations. This requires that the implementer should not only be an expert in system, but also an expert in management. Considering from the professional aspect, the ability of software providers in these aspects will be insufficient. Referring to international experience, large-scale enterprises, due to their large and complex enterprises, generally have their ERP projects implemented by consulting companies

at the same time, the introduction of a neutral implementation consulting company will also help to form a strong check and balance and monitoring mechanism between the implementer and the software supplier, so as to ensure the smooth implementation of the project. If the software supplier not only provides the software, but also pays attention to the new environmental protection materials, but also acts as the implementation consultant, the implementation enterprise may not be able to correctly identify the defects in the software function in the implementation and increase the project risk

for China's large enterprise groups, their management mode and internal relations are relatively complex, and ERP projects may involve multiple interests, including the change of enterprise business processes and the redistribution of rights, which requires the optimization of the management system first, and then solidify it through the implementation of ERP. This puts forward high requirements for the implementer, who needs to know how to effectively optimize the management system of large enterprise groups and strive to change the concept of employees. In this regard, consulting companies usually have rich experience. For small and medium-sized enterprises, the management mode is relatively simple, and the management range is not very large. Considering the difficulty and cost of implementation, software suppliers can be selected to provide implementation directly

on the premise that the consulting company of management consulting metallographic microscope belongs to precision optical instruments for industrial testing is determined to be the implementer, whether to bundle the software supplier with the consulting company may need to be carefully considered. The main advantage of bundling the two is that it can control the evaluation cost and improve the overall evaluation efficiency. But on the other hand, as we discussed above, the evaluation of software by enterprises should focus on the matching degree of its functions to the needs of enterprises, and the evaluation of implementers should integrate many aspects, such as its management consulting experience, project management ability, employee transformation promotion experience and software implementation ability. The bundled approach may confuse the independent evaluation of the two, It restricts enterprises from distinguishing the best solutions of software selection and implementer selection

the step-by-step selection of software and implementers is a method commonly used by large international enterprises in the operation of ERP projects. Although this may increase the operation cost of the project, it fully ensures

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