Dialectical scheme of ERP project implementation a

Enterprise ERP project implementation application and project management dialectical plan software application, especially the implementation of ERP project is a complex and arduous system engineering, which involves the maturity of the software company's products, the familiarity of the implementation personnel with the products, the user's ownership system, the attention of the upper leadership to the project, the recognition of the middle-level cadres to the ERP process, the familiarity of the business personnel with the operation, as well as the enterprise benefits Culture, human geographical environment, communication degree between ERP manufacturers and customers and other factors

therefore, it can be considered that every ERP project is like commanding a major battle. The heads of both sides of the ERP system implementation team are the commanders of this campaign. They (they) should carefully deploy according to the established guidelines: how to control the reasonable and orderly progress of all work, how to coordinate the working relationship of all aspects, how to reasonably allocate human resources and various resources, and formulate a detailed and feasible work schedule. On the premise of ensuring the implementation quality, they should shorten the project implementation cycle and reduce the implementation cost as much as possible, In order to achieve the goal of win-win between ERP manufacturers and users. The implementation of ERP project includes: scheme formulation, project organization and coordination, progress management and other aspects

formulation of the plan

first of all, the project team should conduct detailed research on the system, determine the implementation objectives, define the implementation scope and implementation sequence, and write a system research report. After both parties sign and approve, it will be used as the basis for implementation. According to the project situation, the project schedule and work plan can be formulated on a daily or weekly basis

when the customization work is completed and some customer needs are realized, the workload of modifying the software may be greater than that of adding new software functions. In the final analysis, sometimes it is not only the problem of increasing the implementation cost, but also the failure of the whole implementation project. Another consequence caused by the lack of detailed system research is that the project implementation cycle is long, and even the project will not be completed for a long time. At the same time, it may also cause contradictions between software manufacturers and customers. Customers think ERP software can't do this or that, while software companies complain that customers' needs are endless

the key to customer needs is to distinguish between operational and procedural. We should carefully sort out the requirements of process to distinguish what must be modified at this stage due to the impact of the overall economic environment of the enterprise, industry and even the country, what needs customers to restructure their business or modify their own processes, and what cannot accommodate customers, but the premise must be to be responsible for customers

for example, when we implemented ERP in an enterprise in the machinery industry, we did not implement location, shelf and batch management in the warehouse management subsystem. In this case, we can implement it according to the existing management mode, and the ERP system also supports the non batch management mode. However, we did not accommodate the existing management mode, but in consideration of the future development of the enterprise, we first implemented it according to the general batch and general cargo location, and then guided the enterprise how to manage the cargo location and batch after the enterprise had the conditions

it seems that the first implementation has increased the workload, but from the perspective of overall benefits, it has reduced the maintenance workload of follow-up procedures, reduced the implementation cost, and established a good image that the software company is responsible for the enterprise

coordination with users

first, the implementation team should arrange its own internal work. Especially in the case of implementing several projects at the same time, it is necessary to understand and be familiar with the characteristics of each member of the project implementation team, including business characteristics and personality characteristics, and know who is familiar with which subsystem business, who has strong business ability, who is good at communicating with customers, who is more careful, and give full play to the enthusiasm of each member of the team when manually applying external force to rotate the electromechanical machine, and adjust measures according to personal conditions, Arrange the work reasonably, with the speed of 50r/min, so as to ensure the smooth progress of several projects at the same time

secondly, actively coordinate with users, and fully mobilize the enthusiasm of user project leaders to make them fully aware of the importance and significance of work; In particular, we should make them realize the arduousness and complexity of ERP project implementation, and the implementation of the project in the testing process can improve their own professional quality. For example, I once learned from the conversation with the user's project leader that the project leader will leave soon due to various reasons, and there is another high skill, but for this project, changing people halfway is undoubtedly a big taboo

in addition, we should re understand and run in with the new project leader's personality, temper, temperament, familiarity with business, communication ability with all aspects and departments, etc. So we did a patient and meticulous ideological work, from work needs to the improvement of our own value, from the current situation of the enterprise to the development of ERP. Finally, the person in charge of the project said that he would decide to leave after the implementation of the ERP project, so as to ensure the success of the ERP project and the smooth completion of the implementation