First, effective communication.
Communication is a very important factor in the implementation of ERP. Communication mainly includes external communication and internal communication of enterprises. The external communication of enterprises mainly refers to the communication between enterprises and consultants and software suppliers, while the internal communication of enterprises mainly refers to the communication between senior leaders, middle managers and ordinary employees.
1. Foreign exchange of enterprises
Effective communication between enterprises and software suppliers in the early stage of ERP implementation can help enterprises better analyze their needs and choose ERP software, and sign clear terms to restrain each other's behavior. For example, software suppliers need to help enterprises install and debug systems, provide technical support and train and educate employees according to contracts. And do a good job in after-sales service such as system upgrade and maintenance in time. The enterprise pays according to the progress of the project. This can prevent software suppliers from only aiming at the promotion of software, regardless of whether the software really meets the needs of enterprises. Once the contract is signed, it will no longer wholeheartedly assist the enterprise. At the same time, contract constraint can also protect the interests of software suppliers and prevent some enterprises from delaying payment under the pretext of minor problems in ERP system, thus affecting the subsequent after-sales service.
At the same time, in the process of selecting software suppliers, we can't ignore the choice of a very important work implementation consultant. Implementation consultants need to have certain communication skills. This includes not only communication with business leaders. The most important thing to communicate with the internal personnel of the project team is to communicate with the actual operators within the enterprise. Communication with the actual operators in the enterprise may require not only communication skills, but also understanding the internal terms of the enterprise, so as to prevent the expression of the implementation consultant from deviating from the understanding of the enterprise personnel in the implementation process. This requires the implementation consultant to adapt to the environment.
2. Internal communication of enterprises
Internal communication in enterprises mainly refers to interpersonal communication, involving communication and cooperation between senior leaders, middle managers and ordinary employees.
The implementation of ERP will bring a certain degree of business process reengineering, so that middle managers of enterprises can feel the change of power. They are worried that the implementation of ERP will deprive them of their rights, and they feel that they can't play a role in the implementation of the project, and even can't find their due value in their original posts. Therefore, senior leaders need to change this concept of middle managers through talks and enterprise planning, so that they can realize that ERP is a more flexible organization, which can further rationally plan enterprise resources and provide them with a better development platform.
Grass-roots employees in enterprises are not easy to understand the importance of ERP projects and the relationship between ERP and their own work, so they are easy to have doubts and resistance to ERP projects. Especially for the old employees who are not familiar with computer operation in enterprises, the new concept of ERP not only changes their familiar processes, but also requires them to learn computer operation again before they can work, which makes their original sense of technology and business advantages disappear, and it is easy to appear unsupported and indifferent, which leads to the difficulty of ERP online.
Second, the project management
The importance of project management in ERP implementation is recognized by more and more enterprises, but many senior leaders often confuse the difference between ERP concept and ERP project and ignore the characteristics of ERP project.
First of all, resources and project management are complementary, and resources are a necessary condition for project management, otherwise project management is just an armchair strategist. Therefore, enterprises should have sufficient manpower, material resources and financial resources before implementing ERP projects? In the ERP project, it is necessary to manage all kinds of resources in the project by means of project management, so as to ensure the rational utilization of resources and finally make the ERP system use normally and stably.
Secondly, the life cycle control process of ERP project can be summarized as: project planning stage, system installation stage, education and training stage, process formulation stage, formal online stage and benefit evaluation ending. In the process. Project management needs to formulate project scope, control project progress, make rational use of project resources and ensure project quality. ERP project management involves scope management, schedule management, cost management, quality management, human resource management, communication management and so on. These functions need to be negotiated between enterprises and software vendors. Formulate reasonable project objectives and project implementation plans. Especially the control of project scope. In the actual implementation process. The project scope often exceeds the original plan, which easily leads to the overdue project schedule and budget overrun. Therefore, enterprises should clearly define the scope of the project and submit documents, and regularly conduct scope assessment and planning reports during the implementation process. Of course. Project management also needs the support of internal personnel, otherwise ERP projects will easily be overdue or cost overruns due to uncooperative personnel. It will even threaten the survival of enterprises.
Third, the cost of resources.
Resources refer to the external resources that enterprises can directly or indirectly control during the implementation of ERP projects. Including human resources, equipment, funds, etc. Resources are the necessary conditions to ensure the normal online ERP system. The completion of ERP project needs the support of resources, but it is also restricted by resources. The cost of implementing ERP in enterprises is huge, so there are higher requirements for the capital chain of enterprises. These costs usually include: hardware cost, software cost, training cost, implementation consulting cost and maintenance cost. Among them, the cost of consulting is easily underestimated by enterprises. According to foreign mature experience, the general cost of consulting is 0.5-2 times that of 65438+ software.
Fourth, the technical level.
The selection and training of talents determines whether informatization can be implemented quickly and effectively, and the key point to complete the implementation lies in the knowledge and skill level of the implementation consultant and the knowledge and skill level of the end user (such as database, operating system, network, etc.). ). If the implementation consultant is familiar with the ERP module, it can greatly improve the informatization speed of the enterprise.
The best way to improve the knowledge and skill level of enterprise employees is to let users of ERP software participate in training systematically and participate in the project work comprehensively. In the process of ERP implementation, data problems are easy to occur. If accurate data cannot be obtained from the original system in time, the security of ERP will be reduced. Therefore, allowing employees to fully participate in ERP project work can not only improve users' application level, but also allow users of corresponding modules to confirm data integrity, so as to reduce the risks brought by data.
No matter from which aspect, technology is a necessary factor of enterprise informatization, which is embodied in the degree of cooperation between ERP system and existing technology of enterprises. Whether the new technology adopted in ERP system can match the existing hardware architecture and operating system environment of the enterprise, and if the new technology introduced by the enterprise is not suitable for its existing database, operating system or network management environment, it will affect the success rate of ERP projects. In terms of technical cooperation, the new system should adapt to the existing technical environment, which can reduce a lot of unnecessary troubles compared with the situation that enterprises need to make major changes to the existing technical environment before deploying the new system.
Verb (abbreviation of verb) business process reengineering
Perfect enterprise change management and corresponding on-the-job training can make ERP system users have a correct understanding of each operation and the change of the whole system, and skilled technology can help ERP software users accept the change of business process more easily. The change of post is more about the re-description or adjustment of the original post characteristics. This will cause some employees who are used to the original job requirements not to adapt, and some businesses can not be well realized in the initial stage of ERP system use, but they will be greatly improved after a period of training. For job changes, enterprises should openly and transparently inform everyone, strive for everyone's understanding, and avoid causing doubts and conflicts. Regard business process reengineering as a key success factor.