Enterprise informatization risk refers to all kinds of unfavorable factors that may appear in the process of project construction and pose a major threat to project implementation, which are generally divided into internal risks and external risks.
So, what are the risks of enterprise informatization?
1. Risks of project establishment and software selection (1) The risks of project establishment are mainly manifested in unclear information system construction objectives, constraints and overall structure, wrong information strategy, and enterprises do not know what kind of information system to build; Inappropriate entry point, inaccurate positioning, inaccurate information construction strategy, pursuit of perfect function, one step in place, and application of successful construction plans of other enterprises, which leads to the failure of enterprise management and technical level to support the implementation of the project, leading to premature death or success after the project is completed.
The measures to avoid the project risk are to identify the scattered and vague problems in enterprise management through investigation, demonstrate the feasibility of system objectives, management, technology and economy, find out the unfavorable factors of informatization, study the improvement scheme and demonstrate the project.
When conducting feasibility demonstration, we should prevent "all outsourcing" and leave all the demonstration work to suppliers and developers, and we should not do the stupid thing of "asking the fox to guard the henhouse". Enterprises should organize their own technical and management personnel, and after training, conduct feasibility demonstration work under the guidance of consultants.
(II) Enterprise Diagnosis Enterprise diagnosis According to the workflow of the enterprise, using modern management techniques and methods, find out the links that affect the competitive advantage of the enterprise and restrict the efficiency of the enterprise, and put forward optimized solutions.
Enterprise diagnosis is a very important and essential link in information construction, which is difficult, involves a wide range and takes a long time. The problem that is easy to appear in the enterprise diagnosis stage is a superficial investigation, which only considers the problem from the technical point of view, neither describes the existing business processing flow and data processing flow of the enterprise, nor contacts various contradictions that often appear in the enterprise, but uses the idea of value chain to deal with the business process.
The results show that after running for a period of time, the system can no longer meet the specific business processes and management needs of enterprises, and consumes a lot of manpower, material resources and financial resources.
Enterprises must attach importance to the basic work of diagnosis and development, don't forget the creed of "management needs are always valued", deeply investigate and analyze their own industry characteristics, unique needs and business processing processes, study the key management problems existing in enterprises, and study what the system does, what functions it has and what problems it solves.
The system analysis report is the technical support data for each stage of project implementation, and finally organize relevant experts to review it.
(3) Software selection enterprises are prone to fall into the "lobbyist trap" in software selection decision, and tend to choose well-known and technologically advanced management software, and cannot match the actual needs and business processes of enterprises with management software.
Even if the implementation is successful, the operation cost is high and it is difficult to update, which limits the adjustment of enterprise management mode.
In fact, there are many kinds of commercial management software at present, and all kinds of software may have insufficient functions and potential defects. On the basis of diagnosis and analysis, the enterprise selects management software with successful cases and experiences in various industries, and the project implementation team comprehensively evaluates and compares the functions of various management software and their combination flexibility, secondary development ability, technical support ability of software manufacturers, after-sales service, etc.
Two. Risk implementation (1) Personnel organization enterprise informatization construction involves software engineering, information technology and management technology. Enterprises should integrate internal and external talents, set up a project construction team, and complete all links from project establishment to system online.
Two mistakes that are easy to make when enterprises set up teams. One is to outsource the project to software suppliers and agents on the grounds that the enterprise lacks IT technicians, and the enterprise only relies on organizational ability for acceptance evaluation.
Surprisingly, some agents have weak technical strength and are not familiar with software functions.
The author encountered an incredible thing a few years ago, that is, a well-known ERP software agent in China sold some software modules to state-owned enterprises. After the software installation is initialized, the system cannot be integrated. Why? Because you don't need to buy the previous module when you buy software.
On the other hand, even if the agent has strong technical ability, he lacks in-depth understanding of the business process of the enterprise, so it is difficult to configure and re-develop the system according to the needs of the enterprise.
Secondly, the implementation of the system is entirely carried out by IT technicians within the enterprise, who are not short of software understanding and project implementation experience, so it is difficult to grasp the implementation of the project as a whole.
In order to avoid this risk, the project team should consider talents in management, technology and finance. Usually, the optimal combination is composed of external consultants and internal managers, business personnel, technical personnel and financial personnel with rich experience in information construction, and chief information officer (CIO).
Through the experience of project implementation, the internal personnel of the enterprise have changed from "knowledge-familiarity-proficiency" to the professionals of enterprise information management, and the experience and knowledge of consultants have been precipitated in the enterprise, so they no longer rely on consultants after the system goes online.
(2) The practice of schedule management shows that many enterprise information construction projects are delayed due to various reasons, and the work plan cannot be completed as scheduled, resulting in the project giving up halfway and the system seriously lagging behind. Leaders and employees at all levels of enterprises are full of confidence in informatization.
The key to this kind of risk control is to formulate a clear and feasible stage implementation plan at the beginning of the project, supervise and inspect the implementation of the plan at all stages of construction, find out the reasons for the delay of the plan, analyze and deal with different situations, adjust the plan and take corresponding measures.
(3) After the quality management system goes online, enterprises will hire relevant experts to evaluate and test the system, but this kind of testing is often difficult to control the implementation quality of the system. Because even if problems are found, a lot of work is needed to solve them in the basic stage of initial implementation, which is related to the whole system. If it is serious, most systems may have to be rebuilt.
The reason for this risk is the lack of "process quality" control. Before the implementation of the system, make clear the objectives and expectations of each stage of project implementation, quantify as much as possible, absorb the research results of relevant expert information evaluation, and don't jump to conclusions after the implementation of the quality evaluation system. Only after three months of actual operation, basically through the various processes and logical channels of the system, and the effect is good, can the project be considered qualified.
(IV) Cost Management The risk of information-based cost management of enterprises is that the cost budget is inaccurate, and the project is overspent significantly during the implementation or at the end of the project, which makes the enterprise have financial difficulties, get into trouble, affect the normal operation and be forced to interrupt the project.
A common misunderstanding in the budget is to only look at the cost of software and hardware, while ignoring the training cost, implementation consulting cost and maintenance cost.
In fact, practical experience shows that the sum of the following three expenses often exceeds the sum of the first two expenses.
Therefore, in the expense budget, it is necessary to comprehensively consider all expenses, reasonably estimate and prepare detailed expense details, control costs in the project process, and avoid the occurrence of "financial crisis".
Three. Management of Docking Risk (I) Introduction of Management Concept As we all know, enterprise information system is not only a technical system, but also a management system, and advanced management ideas and concepts are integrated into the software.
The most common problem of enterprise application system is that after the system goes online, the daily management still maintains the inertia of the original system and follows the original management mode, and many management systems have not been updated.
The production and operation information was not entered into the system in time, and it was still processed manually in batches. All kinds of quotas were inaccurate, and the information provided by the system was not fully utilized to assist management, which improved the management efficiency, and the phenomenon of "wearing new shoes and taking the old road" was serious.
As a result, advanced management ideas cannot be embodied in the software, system functions cannot be brought into play, and investment benefits cannot be obtained. For a long time, the new system has increased the workload of information entry and daily operation, and the relevant personnel have shown negative slack and resistance.
Its root lies in the lack of understanding of the connotation of the system by all employees, the failure to arm their minds with modern management ideas and concepts, and the failure to update their concepts.
Therefore, enterprises must establish the idea of "taking a good road and opening a good canal" for the operation of the new system and implement the system of "introducing two projects". Introduce system and management concepts.
It is not only necessary to carry out the operation training of management software, but more importantly, it is necessary to train people at different levels in system principles, modern management science, ideas and technologies, and make good use of various carriers to publicize, so as to achieve * * * knowledge, change ideas and act in unison.
(2) The theory and practice of business process reengineering information prove that the business process of an enterprise must be reorganized before the management system can succeed.
However, BPR involves organizational restructuring, personnel changes and power distribution. Many people's power has been replaced by computer processes, and the "black box" has become an "electronic display screen", which has violated some people's "illegitimate interests" and caused great resistance.
Therefore, senior leaders of enterprises cannot be "plasterers". They must organically combine workflow reorganization with enterprise reform and management innovation, break all kinds of obstacles and open up the road of information construction.
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