Research On Party A’s Project Managers’ Performance Management Problems Of Cigarette Factory ERP System

In order to improve its core competences, and to meet the more and more severe competition from world’s big cigarette companies, the whole cigarette industry enhanced the research and implication of Information Technology(IT), and launched the information engineering program which is represented by the Enterprise Resource Planning(ERP) system, based on the integration of resources, information, functions, processes and integration between enterprises, so as to support the production and business processes systematically through integrated management and decision-support-systems, all of this maximized the function of resources both in and outside of the enterprise, of technologies and human resources, and the economic benefit,total effectiveness and the market competencies.This paper aims to concluded the performance management methods, and try to find its faults in order to improve, through the analyzation of related problems of party A’s PMs’performance management of its ERP program in a cigarette factory. The main points in this article are:First, the basic theories and the application of enterprise performance management; Second, through the analyzation of typical ERP systems, both successful and failed, the analyzation of the core position of Party A’s PM in the construction of an ERP system, pointing to the construction reality of the factory’s ERP system, we discussed the present situation and its deficiency of the performance management of Party A’s PM. Third, how to combine both project management and enterprise management, so that the performance management of Party A’s PM can satisfy the needs of the project, and also comply with the objectives of the whole enterprise. These few aspects goes step by step, and finally reached the aim of leading the project management practices of performance management of Party A’s PM.After the forward of this article, we first expressed our opinions through:the theoretical and practical development of performance management, the relationship of performance management and project management, the analyzation of application reality of enterprise performance management in our nation, we pointed out all this in the point of view of the combination of theory and practice. The third chapter we analyzed some typical ERP systems’construction cases, both successful and failed. The above two parts are combined with project management, and the topic of the paper. All this act as a cushion to the further research later.In the forth chapter, through the managerial role theory, we discussed the job characteristics, the required ability and the core position of Party A’s PM in the construction of an ERP system, and we theoretically analyzed its performance appraisal problems.In the fifth chapter, we mainly discussed the performance management problems of Party A’s PM in the construction of an ERP system, through four aspects: result-oriented and process-oriented, real time appraisal and after time appraisal, long time\periodical\temporary appraisal, and the communication problems in performance management. In the ERP PM performance appraisal practice, there are both appraisal from enterprises and that from project itself, we analyzed it in this chapter, and analyzed the combination probabilities. In enterprise practices, the concepts of performance appraisal and performance management are always confused, so in this chapter we discussed this point.In the last chapter,I pointed out the main conclusions and the further research directions.