First, leaders attach great importance to it and participate directly.
The determination and attitude of senior leaders of enterprises have become the weather vane of whether the enterprise information system can be successfully launched, and it is also a process to test the will and courage of senior leaders. The real "first-in-command" project not only requires leaders to read reports frequently, but also directly participate in the implementation process. At the initial stage of enterprise informatization, everyone is curious and willing to accept it, and it usually goes smoothly. After hard data preparation and process confirmation, many difficulties will be encountered in the implementation process. The data follow-up in the new system will be slower and slower, and there will be deviations from the expected results. The expectations of enterprises will also drop accordingly, and they will lose confidence in the information system. At this point, if the enterprise leaders do not have the determination to successfully go online, the business personnel will plummet, resulting in the information system going online halfway. At the same time, due to the inextricable links within domestic enterprises, the "number one" needs firm confidence and strong implementation to ensure the smooth implementation of the information system. Such authority is by no means something that an information system project manager can do. Many enterprises have failed to carry out informatization to the end, which is probably one of the reasons.
Second, business process reengineering must be cautious.
Enterprise informatization requires enterprises to sort out business processes first, then simplify and reorganize, and finally realize operation automation, which is also the same point of some successful enterprises. For enterprises, due to the constraints of their own management foundation, process reengineering can not be carried out across the board. We must first analyze all the operation processes and select the most prominent links or core links for reconstruction.
Third, define business requirements reasonably and tailor them to suit the needs of the business.
When defining requirements, enterprises must refine the problems and clarify the implementation order and key points. For growth enterprises, the principle of defining demand is easy to use and practical, and don't blindly pursue "big and complete". For example, for enterprises that urgently need to straighten out management, the purpose of information system is to straighten out management problems with the help of system power and standardize management with the help of software functions; For enterprises that urgently need to improve information management, the purpose of information system is to achieve data unification first, and then urge the improvement and improvement of enterprise management through information and management concepts. Many failure cases of enterprise informatization are largely due to the lack of good industry informatization products, and enterprises can only choose general informatization systems. Interlacing is like a mountain, and the industry demand is ever-changing. Although the general information system provided by manufacturers is huge and complete, it can not meet the needs of the industry. After the implementation, many functions are idle, and some even all of them are idle, which brings great waste of resources to enterprises. It seems that the launch is successful, but the essence is "equal to half the failure."
Fourth, a comprehensive investigation, choose the right partner.
Partners include software vendors and management consulting companies. The selected professional consulting company should have a good reputation and be able to provide consulting from the standpoint of the enterprise. First, we should have rich experience in promoting the change of enterprise management concept and provide a correct and complete transformation framework; Second, it can provide guidance for the participation of customer management and employees; Third, when enterprises encounter or will encounter difficulties in the implementation process, they can help solve them in time, thus ensuring the smooth progress of top-level goals.
In addition, the choice of software vendors is very critical. Different types of enterprises have significantly different requirements for information system software, and the products of different information software suppliers also support different production types, or only have advantages in a certain production type. In fact, software vendors not only provide software, but more importantly, they will provide key training in software implementation, provide project support, and realize quality control in the implementation process. Enterprises should choose suppliers with advanced software technology, complete functions, convenient use, timely training, relatively stable technical and service personnel, timely service and rich experience. It is best for suppliers to have the service experience of customers in the same industry and successful cases of informatization, so as to reduce the implementation risk and greatly shorten the implementation cycle in the preparation of basic data such as software coding system. At the same time, we should examine the comprehensive strength of software suppliers, the quality of implementers and the ability of follow-up services. Choosing a software vendor is like choosing a married couple. You should not be careless. Choosing a good partner is half the battle.
Five, the establishment of the core project team, business departments and technical support departments to cooperate closely.
In a word, enterprise informatization is not only a technology, but also a set of management ideas, which is a conceptual reengineering project for enterprises. The implementation of informatization involves all aspects of enterprises and is a deep-seated change of enterprises. Enterprises must deeply understand, unify their understanding and work together. If enterprises can pay enough attention to the above aspects and make full preparations, after a hard implementation process, they will certainly achieve the due implementation effect.