مدیریت ریسک در مقدمه پروژه برنامه ریزی منابع سازمانی (ERP) : مروری بر ادبیات

In recent years ERP systems have received much attention. However, ERP projects have often been found to be complex and risky to implement in business enterprises. The organizational relevance and risk of ERP projects make it important for organizations to focus on ways to make ERP implementation successful. We collected and analyzed a number of key articles discussing and analyzing ERP implementation. The different approaches taken in the literature were compared from a risk management point of view to highlight the key risk factors and their impact on project success. Literature was further classified in order to address and analyze each risk factor and its relevance during the stages of the ERP project life cycle.

Unfortunately implementation difficulties still affect complex IT projects like the introduction of enterprise resource planning (ERP). The integrated e-business marketplace and external environments have highlighted the needs for companies to react quickly to customer signals and behave competitively. To achieve this, companies need effective communication systems and integrated IS that fit their business goals and processes, both inside and outside the company's boundaries. Companies must establish strong partnerships and form an effective supply chain [116]. ERP and SCM system applications are often implemented to improve a firm's performance [144]. Over the last decade, many firms world-wide have implemented enterprise ERP systems which are packaged business software systems that help in managing the efficient and effective use of resources (materials, human resources, finance, etc.) [77] and [87]. They assist enterprises in automating and integrating corporate cross-functions, such as inventory control, procurement, distribution, finance, and project management [130]. As estimated by AMR Research [7], [8], [9] and [10], with ERP penetration at 67% (2002), the ERP market is the largest segment of a company's applications budget (34%). The global market grew 14% in 2004 to become a US$ 23.6 billion business, moreover the European ERP market revenues are expected to increase 7% annually through 2009. However, ERP projects are complex; PMP [108] found that the average implementation time of an ERP project was between 6 months and 2 years and that the average cost was about US$ 1 million. Researchers have pointed out that there is a substantial difference between an “ERP” project and a simple “Software” project [24]. An ERP project involves several components of software and business systems, thereby raising organizational problems.

An ERP implementation is not merely a “computer project”, it is strategic and must be approached as such. ERP systems are integrated applications with an impact on the entire organization. We have presented a review of recent work on ERP systems, investigating risk factors in the ERP life cycle. The different approaches were compared from a risk management point of view to highlight key risk factors and their impact on projects. Literature was further classified in order to address and analyze each risk factor.