Research On Risk Management In The Implementation Of B Company’s ERP Project

Enterprise resource planning system(ERP)is to improve the efficiency of enterprise operation and management,improve the level of information technology of enterprises,and has been widely used.However,due to the many business areas involved in ERP,there will be many risks in the implementation.Identifying risks and being able to take timely measures to avoid them are important topics that modern enterprises need to think about when applying ERP projects.Experts at home and abroad have conducted a lot of research on ERP projects,enriched the knowledge base of enterprise management,and effectively improved the implementation success rate of ERP projects.However,as far as modern enterprises in China are concerned,the level of enterprise management using ERP projects is still at a low level.Therefore,strengthening ERP risk management is of great significance for enterprises to improve the efficiency of information management.This paper takes Company B as a case company to examine the risk issues faced by Company B in implementing ERP projects from the perspective of risk management.Through the work breakdown structure,the ERP project of Company B is decomposed,and the typical risk events in the implementation of the ERP project of Company B are discussed and listed.On this basis,the brainstorming method is used to prepare planning materials,formulate project risk management plans,make records to form standard outcome documents,and finally determine the risk identification results of Company B’s ERP project,including 4 first-level risk indicators such as project demand risk,project organization risk,project implementation risk,project management risk,and 17 second-level risk indicators such as secondary development risk,project target risk,role matching risk,project quality risk,and test risk,and explain each risk factor.The analytic hierarchy method was used to conduct research and analysis,determine the weight description of each risk level,rank it,and finally divide the risk of Company B’s ERP project into three risk levels: high risk,medium risk and low risk according to the risk weight coefficient.According to different types of risks,we propose risk response and monitoring strategies in a targeted manner.It is expected that through the research of this paper,it can provide certain reference and reference for ERP risk management of communication information enterprises.