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1、（英文参考文献及译文）（英文参考文献及译文）学校代码：学校代码： 学学 号：号： 本科毕业论文本科毕业论文题题 目目： 一一个个成成功功的的ERP 实实施施案案例例研研究究学学生生姓姓名名 ： 学学 院院 ： 系系 别别： 专专 业业： 班班 级级： 指指导导教教师师 ： 指指导导教教师师 ： 王王 方方 飞飞 讲讲 师师二二 一一 四四 年年 六六 月月1case study of a successful ERP implementationPurpose The success rate of enterprise resource planning (ERP) implementati
2、ons is not high in view of the sums invested by organisations in these applications. It has often been indicated that a combination of inadequate preparedness and inappropriate project management have beenresponsible for the low-success rate of ERP implementations. The purpose of this paper is topre
3、sent a case study of a successful ERP implementation. Design/methodology/approach In this paper, the authors use a case study of a very successful roll out of an ERP application in the Irish subsidiary of a UK multinational to investigate the validity of one of the most commonly cited project manage
4、ment frameworks, the project management body of knowledge (PMBOK), to ERP projects. Discussing each category of the framework in turn, the case data to illustrate where the PMBOK framework is a good fit or needs refining for ERP projects is used. Findings It is found that, by and large, PMBOK, becau
5、se it is a very broad framework, can shed light on most of the key aspects of an ERP project. However, the specificities of this type of project require a different emphasis on some of the factors, as discussed in the authors conclusions. The case analysis also raised some interesting insights into
6、how companies evaluate the success of such highly complex change management initiatives. Research limitations/implications This research work will need to be extended to cover other case studies of ERP implementation across other industries and organisational contexts; for example in less tightly re
7、gulated industries and smaller organisations. Practical implications This discussion will be of great value to ERP project managers who are in the early stages of a project and need to understand and anticipate the areas which will require specific attention on their part, based on their knowledge o
8、f the specific circumstances within their organ isational context. Originality/value This paper presents an investigation into the project management strategy adopted in the Pharma Inc. case and illustrates the mechanics of a successful ERP project implementation, categorised using the PMBOK framewo
9、rk.Key words：Manufacturing resource planning, Project managementPaper type Case study2Nevertheless, reported cases of ERP failure seem to indicate that certain, particularly sensitive areas of traditional project management require greater emphasis than others. For example, the specification of requ
10、irements for ERP projects is often non-existent or applied retrospectively because organisations are hoping to acquire ready-made solutions that embody best practice that is directly applicable to them. Inthese cases, the project begins with discussions with consultants already propounding a particu
11、lar software solution and technical architecture where other important aspects are overlooked, for example, how the project should be managed. Based on calls from previous researchers to derive better suited project management practices and better approaches to ERP in general (Sauer, 2002; Swanson a
12、nd Ramiller, 2004) and on available evidence of the problems that have led to significant failure rates in the past for such projects, there is a need to analyse the nine areas of the PMBOK and discuss their relevance in the context of a successful ERP project implementation process in order to full
13、y understand how to apply the framework in the case of an ERP project. According to the PMI, project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project (PMI, 2000). However, ther
14、e are competing demands among scope, time, cost, and quality; differences in stakeholders needs and expectations; and identified requirements (needs) and unidentified requirements (expectations). As a result, it is critical to the success of a project and the ability to address these competing deman
15、ds that the organisations structure and approach to the management of projects is a match to the objectives of the ERP implementation. While an understanding of “vanilla” project management is beneficial, it is not sufficient, due to the fact that projects and project management operate in an enviro
16、nment broader than that of the project itself and the project management team must understand this broader context. For example, managing the day-to-day activities of the project is necessary for success, but not sufficient (PMI, 2000). In this paper, we examine a case study of an ERP roll out in an American multinational involved in the pharmaceutical sector. We also investigate the perceptions of a project team
