دانلود ترجمه مقاله تاثیر شناسایی عوامل بر ارزیابی ریسک در طرح برنامه ریزی منابع سازمانی ERP – مجله امرالد

فهرست مطالب:

 چکیده
مقدمه
پیشینه
روشهای بکاررفته جهت شناسایی ریسک ها
جمع آوری داده ها
تحلیل داده ها
ترکیب ریسک ERP
نتیجه گیری

بخشی از ترجمه:

سیاست جبران خدمات، پاداش، کمک، مسئولیت و تعویض کارمندان ناتوان و نالایق باید حفظ و تا زمان تکمیل نهایی کنترل و نظارت گردد. Umble و Umble (2002) نشان دادند برخی از بزرگترین موارد شکست های اجرایی سیستم ERP به این دلیل رخ می دهد که قابلیت ها و نیازهای نرم افزار جدید با فرایند و روشهای کسب و کار سازمان مطابقت و همخوانی ندارند. ناهمخوانی و عدم مطابقت بین سیستم های ERP، ساختارهای موجود و فرایند کسب و کار سازمان سبب بی نظمی های گسترده می شود. Robey و همکاران (۲۰۰۲) پیشنهاد کردند که تیم و مشاورین اصلی می توانند به حل این نوع مسائل کمک کنند. در اکثر شرکت ها، تیم اصلی مسئولیت پیکره بندی سیستم را برعهده داشته و به عنوان نیروهای محرک دانش جدید بر علیه موانع دانش حافظه سازمانی موجود خدمت کرد. با روش تامین پرسنل تیم اصلی با مدیران کسب و کار و تکنولوژی مجرب می توانند تخصص فنی و کسب و کار مورد نیاز را فراهم نمایند. به خاطر ماهیت یکپارچه ERP،از داده های ثبت شده در سیستم می توان در سرتاسر سازمان استفاده نمود. اگر داده های نادرست در پایگاه داده مشترک ثبت شوند،آنگاه داده های نادرست اثر دومینو منفی در سرتاسر سازمان اعمال می کنند. اثر دومینو باعث می گردد ERP اعتبارش را از دست دهد و افراد را تشویق به نادیده گرفتن سیستم جدید و ادامه اداره شرکت تحت تسلط سیستم قدیمی می کند.
نتیجه گیری
هدف مطالعه حاضر ساخت چارچوب ارزیابی ریسک ERP می باشد. تحقیق قبل بیان نمود که ارزیابی درست ریسک مستلزم درک و شناخت موارد زیر می باشد:
(۱) ریسک های حقیقی
(۲) به نظر مدیران کدام یک از این نوع ریسک ها ارزش توجه بیشتر را دارند .
در این مطالعه، هر یک از این نکات را طی مراحل مورد بررسی قرار داده ایم. اولاً از روش دلفی برای دستیابی به عوامل ریسک وابسته به پروژه ERP استفاده و به این نتیجه رسیده ایم که ۲۸ عامل ریسک از این دست در طول اجرای ERP اثرگذار خواهند بود. ثانیاً، یک چارچوب مبتنی بر AHP برای ارزیابی و اولویت بندی ای عوامل مطرح می کنیم؛ نتایج بدست آمده همچنین نشان داد که اختلافات قابل تشخیصی نیز در شناسایی و اهمیت ادراک شده عوامل ریسک خاص وجود دارد. نتایج این مطالعه به دست اندرکاران در ارزیابی ریسک پروژه های ERP کمک می کند.

بخشی از مقاله انگلیسی:

Introduction With the rapid expansion of e-commerce/ e-business, enterprises are facing management pressure from customers, suppliers, and competitors. Their customers are pursuing low cost, high quality, and quick supplement responds. The flexibility to reduce the inventory and to decrease the cost during the operation process has become the major tasks of enterprises (Zheng et al., 2000). For these reasons, the enterprise needs the support of a strong alley to keep the competition advantage that enterprise resource planning (ERP) system emerges. The ERP system market is one of the fastest growing markets in the software industry (Willis and Willis-Brown, 2002). ERP systems are huge and complex systems and warrant careful planning and execution to ensure their successful implementation (Gupta, 2000). AMR research (2002) pointed out that the ERP market would be $16 billion in 2002 and will remain so through at least 2004. Current major ERP vendors are SAP AG, Baan, Oracle, and J.D. Edward, etc. These vendors occupy over 50 percent of the market (AMR research, 2000). In addition, PMP research (2001) carried out an ERP related survey on the impact of manufacturing system, and the results revealed that 70 percent of sample companies believed that the average implementation time of ERP system is from six months to two years. Regarding the investment effort of ERP system in US 5000, more than 68 percent of companies would apply the Big Bang methodology to change their system and business processes at one time, and the ERP system implementation costs companies at the average of approximately one million dollars, as indicated by the survey results of Keil and Montealegre (2000). It is a big investment project for an enterprise. But according to the estimation of Standish Group International 90 percent SAP R/3 projects run late (Scott and Vessey, 2002), and Williamson (1997) indicated that 3/4 ERP projects were considered as failure and cannot be accepted. And in the case of FoxMeyer Drug, it has led to bankruptcy proceeding (Scott and Vessey, 2002). One explanation for the high failure rate is that managers do not take prudent measures to assess and manage the risks involved in these projects (Mark et al., 1998; Wright and Wright, 2001). An ERP is necessary for an enterprise in the world market. It is obvious that ERP has become the core competition ability of the enterprises. The enterprise manipulates the capabilities of ERP to sustain routine operations. How to implement ERP system well is the urgent and important issue. Industrial Management & Data Systems Volume 104 · Number 8 · ۲۰۰۴ · pp. 681–۶۸۸ q Emerald Group Publishing Limited · ISSN 0263-5577 DOI 10.1108/02635570410561672 681 Downloaded by University of Tehran At 03:57 12 March 2015 (PT) Various ERP implementation methods had been proposed in the past decades. They tried to mitigate the failure rate of ERP systems or to implement ERP system more efficiently. Unfortunately, they do not seem to work very well (Hong and Kim, 2002; Huang et al., 2001; Nikolopoulos et al., 2003). What are the major factors causing this problem? Some researchers proposed that the risk concepts of ERP projects may be the reason (Wright and Wright, 2001). According to Wiegers (1998), “A simple definition of ‘risk’ is a problem that has not yet happened but which could cause some loss or threaten the success of your project if it did.” With this definition, some research has promoted to investigate the relative importance of various risks in ERP projects and try to classify and eliminate these risks. McFarlan (1981) also mentioned that failure to assess individual project risk and to adapt management methods was a major source of the software project problem. According to Barki et al. (1993), a task that is critical to the proper management of software project development risk is the assessment of the risk facing the project. Based on previous research, the estimation of risk must be taken during the implementation of the information system. That is the reason why we try to establish a framework of risk estimation of ERP projects. Kliem (2000) figures that the relevant work of risks management is best performed as early as possible in the life cycle. In this research, we assume that the estimation of the risks is from the initiation of ERP projects. As the popular proverb says “prevention is better than cure”, Matthys and Shorter (2000) stated that a researcher or adopter should pay particular attention to the definitions and problem corrections of the ERP system implementation. Much research has described that there is an obvious difference between ERP projects and software projects (Bingi et al., 1999; Majed, 2003). Most software projects are to develop a software system. But an ERP project is composed of software projects and business processes. The ERP system consists of tightly linked interdependencies of business processes, software systems, and process reengineering (Wright and Wright, 2001; Xu et al., 2002), that presents unique risk factors formed with software systems and its wide applications. According to the previous investigators (McFarlan, 1981; Kliem, 2000), we would expose the risks during ERP implementation and provide suggestions to improve it during ERP implementation. In this work, we try to find the major risk factors associated with ERP projects, construct a risk estimate framework for ERP projects, identify and verify the existing risks to decrease or to prevent the impacts of risks of ERP pre-implementation.

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