發(fā)布時(shí)間：2018-06-04 09:13

  本文選題：SAP-BW產(chǎn)品實(shí)施 + 風(fēng)險(xiǎn)管理　； 參考：《西南交通大學(xué)》2015年碩士論文

【摘要】：SAP-BW(SAP Business Warehouse)產(chǎn)品是為企業(yè)管理者提供決策思考的一個(gè)重要信息管理平臺(tái),它以信息技術(shù)化為基礎(chǔ),并且以數(shù)字化,系統(tǒng)化的管理思想為指導(dǎo)。SAP-BW產(chǎn)品是信息經(jīng)濟(jì),知識(shí)經(jīng)濟(jì)發(fā)展的進(jìn)一步延伸,能整合企業(yè)各項(xiàng)資源,使企業(yè)揚(yáng)長(zhǎng)避短,發(fā)揮出最大的經(jīng)濟(jì)效益,從而增強(qiáng)企業(yè)的核心競(jìng)爭(zhēng)力。當(dāng)前國(guó)內(nèi)很多企業(yè)由于沒(méi)有很好地處理管理和技術(shù)上的風(fēng)險(xiǎn)而造成SAP-BW產(chǎn)品實(shí)施或者超時(shí)超支或者沒(méi)達(dá)到預(yù)定的目標(biāo)甚至項(xiàng)目完全失敗,所以風(fēng)險(xiǎn)管理是企業(yè)實(shí)施SAP-BW產(chǎn)品項(xiàng)目成敗的一個(gè)重要因素。針對(duì)當(dāng)前SAP-BW產(chǎn)品實(shí)施的現(xiàn)狀,本文既采用了理論與案例分析相結(jié)合的方法,也采用了定性和定量分析相結(jié)合的研究方法。首先介紹了項(xiàng)目風(fēng)險(xiǎn)管理理論和SAP-BW產(chǎn)品項(xiàng)目實(shí)施方法論,然后通過(guò)儀征化纖公司SAP-BW產(chǎn)品實(shí)施項(xiàng)目這個(gè)具體案例闡述了現(xiàn)實(shí)中SAP-BW產(chǎn)品項(xiàng)目管理的方法：根據(jù)智力激勵(lì)法(頭腦風(fēng)暴法)和專(zhuān)家判斷預(yù)測(cè)法識(shí)別出了SAP-BW產(chǎn)品實(shí)施中的風(fēng)險(xiǎn)因素；然后對(duì)風(fēng)險(xiǎn)因素進(jìn)行定性分析,再根據(jù)風(fēng)險(xiǎn)矩陣模型進(jìn)行進(jìn)一步的量化評(píng)估,最終得到5個(gè)主要的風(fēng)險(xiǎn)因素：需求管理風(fēng)險(xiǎn),項(xiàng)目進(jìn)度管理風(fēng)險(xiǎn),技術(shù)實(shí)施能力風(fēng)險(xiǎn),新老系統(tǒng)數(shù)據(jù)轉(zhuǎn)換風(fēng)險(xiǎn),實(shí)施后系統(tǒng)使用和維護(hù)風(fēng)險(xiǎn)。針對(duì)5個(gè)主要的風(fēng)險(xiǎn)因素經(jīng)過(guò)分析后從管理和技術(shù)上給出對(duì)應(yīng)的應(yīng)對(duì)措施,從而為項(xiàng)目成功上線(xiàn)提供了保障。本文采用了6類(lèi)方法和工具：專(zhuān)家判斷法,頭腦風(fēng)暴法,訪(fǎng)談法,根本原因分析法,文檔審核法,假設(shè)分析法等。通過(guò)確定目標(biāo),明確主要的利益相關(guān)者,收集資料,預(yù)估風(fēng)險(xiǎn)類(lèi)別,識(shí)別潛在風(fēng)險(xiǎn)；風(fēng)險(xiǎn)評(píng)估中采用了主觀(guān)評(píng)分方法和數(shù)理分析方法定性和定量分析識(shí)別出來(lái)的需求管理風(fēng)險(xiǎn),項(xiàng)目進(jìn)度管理風(fēng)險(xiǎn)等主要的風(fēng)險(xiǎn)因素對(duì)于項(xiàng)目總體的影響；最后定制出對(duì)應(yīng)的風(fēng)險(xiǎn)應(yīng)對(duì)策略,從而也充分論證了良好的風(fēng)險(xiǎn)管理是SAP-BW產(chǎn)品實(shí)施項(xiàng)目的成功的必要條件。
[Abstract]:SAP-BW(SAP Business Warehouse product is an important information management platform to provide decision-making thinking for enterprise managers. It is based on information technology, and guided by digital and systematic management ideas. SAP-BW product is information economy. The further extension of the development of knowledge economy can integrate all kinds of resources of the enterprise, make the enterprise develop its advantages and avoid its weaknesses, bring into play the greatest economic benefits, and thus strengthen the core competitiveness of the enterprise. At present, many domestic enterprises have failed to deal with the risks of management and technology well, resulting in the implementation of SAP-BW products or overspending in excess of time, or failing to reach the predetermined targets or even the complete failure of the project. Therefore, risk management is an important factor for enterprises to implement SAP-BW product projects. In view of the present situation of SAP-BW product implementation, this paper adopts the method of combining theory with case analysis, as well as the research method of qualitative and quantitative analysis. First of all, it introduces the theory of project risk management and the methodology of SAP-BW product project implementation. Then through the Yizheng chemical fiber company SAP-BW product implementation project this concrete example elaborated the real SAP-BW product project management method: according to the intelligence incentive method (brainstorming method) and the expert judgment forecast method identified the SAP-BW product reality Risk factors in practice; Then qualitative analysis of risk factors and further quantitative evaluation according to risk matrix model are carried out. Finally, five main risk factors are obtained: demand management risk, project schedule management risk, technology implementation capability risk. New and old system data conversion risk, system use and maintenance risk after implementation. According to the analysis of the five main risk factors, the corresponding countermeasures are given from the management and technology aspects, thus providing the guarantee for the successful launch of the project. This paper adopts six kinds of methods and tools: expert judgment method, brainstorming method, interview method, root cause analysis method, document review method, hypothesis analysis method and so on. By identifying objectives, identifying key stakeholders, collecting data, estimating risk categories, identifying potential risks, and using subjective scoring and quantitative analysis methods to identify demand management risks qualitatively and quantitatively, The main risk factors, such as project schedule management risk, have an impact on the overall project. Finally, the corresponding risk response strategy is developed, which fully demonstrates that good risk management is the necessary condition for the success of SAP-BW product implementation project.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F270.7;F272.3

【參考文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前2條

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2 杜惠新;ERP項(xiàng)目實(shí)施中的風(fēng)險(xiǎn)管理[D];西南交通大學(xué);2006年

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本文編號(hào)：1976822