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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/48809


    Title: 陷入困境之ERP導入專案的管理;Managing Troubled Projects of ERP Implementation
    Authors: 張瑞珠;Jui-chu Chang
    Contributors: 企業管理研究所
    Keywords: 專案管理;失敗專案;困境的專案;ERP導入;企業資源規劃系統;成功;個案研討;Enterprise Resource Planning systems;ERP implem
    Date: 2011-07-18
    Issue Date: 2012-01-05 15:07:28 (UTC+8)
    Abstract: 21世紀是一個全球化的年代,全球經濟環境的快速變遷及台灣產業的外移,企業面臨極大的挑戰如快速成長、縮短產品的生命週期、快速回應多樣的客製化客戶需求以及日益複雜的供應鏈,快速、彈性及同步已經成為影響企業的生存與發展的重要因素。除了大型及國際型企業外,中、小型企業也認知到他們必須接受更多的資訊科技例如企業資源規劃系統(ERP)、供應鏈管理(SCM)、產品研發管理(PLM)、客戶關係管理(CRM)及其他套裝軟體來提升企業的競爭力與優勢。 一個企業的營運管理包含生產、銷售、人力資源與薪資、產品研發及財務等功能,前述的功能彼此之間相互緊密的連結。企業資源規劃系統(ERP)主要的功能就是整合企業內各部門的運作及資源,提供整合的資訊有助於公司的營運管理及決策分析。 一個ERP導入專案其所花費的成本與時間甚鉅且經常須要組織的改變與配合。有些導入專案終止,也有專案導入上線一年後仍無法達到他們期望的業務目標。由於ERP導入是困難的,大約有90%的ERP專案是延遲上線或者超過原來的預算。因此,ERP導入專案在專案期間的任何階段都有可能變成一個陷入困境的專案,我們必須在專案失敗前能即早發覺專案的問題並即時採取必要的行動解決問題。本研究調查多個陷入困境的ERP導入專案,探索其造成專案陷入困境的根本原因,並確認有何行動可以採取來改善其困境。我們使用個案研究的方法。本研究的目的是幫助如何判斷專案已經陷入困境,也彙整可能解救或改善的方法,希望能將其對專案的負面的影響降到最低。 The 21st century is an era of globalization. With the rapid changes of the global economic environment and the outward shifting of Taiwan’s industry, the challenges that enterprises have to face have grown enormously, such as the shorter life cycle of products, the request for quick response to various customization orders, and the ever-increasing complexity of the supply chain relationship. Speed, flexibility and synchronization have all become important factors that affect enterprises’ viability and development. Besides large and international companies, some of the small and medium-sized enterprises are also aware that they need to promote their competitiveness by adopting some information technology, such as Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Product Lifecycle Management (PLM), Customer Relationship Management (CRM), and other types of packaged software to enhance the production advantage. ERP system may cost millions of dollars to buy, take much time to implement, and often require disruptive organizational changes. The implementation projects were terminated before completion, and failed to achieve their business objectives even a year after implementation. As ERP implementations are difficult, approximately 90 percent of them are late or over budget. It may become a troubled project at any stage during the life cycle of the project. We must detect and correct the causes of a project’s problems before it fails. This study investigated troubled ERP implementation projects, sought the root causes of the troubled projects and determined what actions could be taken to turn around the troubled projects. We used case study methodology. The purpose of this paper was to help determine whether a project is troubled and summarize possible management methods for saving a project while it is still possible or cancelling it with minimal negative impact.
    Appears in Collections:[企業管理研究所] 博碩士論文

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