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中国 ERP 第一案,一塌糊涂!“现在很多企业或多或少都有一些系统和 IT 项目,但是,这其中有30%～45%在完成前就失败了,而且失败的项目还都是管理层所看重的关键项目。再有就是一半以上的项目都超出预算和进度200%甚至更多。……在一项调查中,超过60%的企业经理认为,他们已经错误地应用了购买的软件包,并且只有极少有收益甚至是没有收益。当失败发生时,直接的损失不用说了,在业务上的总的间接损失要多得多。”美国加州大学信息系统教授贝内特得出的以上结论,真是触目惊心。然而在事先,我们又经常无法预见,一个技术项目的实施过程中,到底会存在哪些问题……直到最近媒体披露了“中国 ERP 第一案”。为了让读者一目了然,记者针对此案制作了以下表格。案件时间表显示,联想承诺项目进度为一年,但到2000年7月的最后失败,可以看出实际进度为2年零4个月,而此
The first case of China’s ERP was a mess!“Many companies now have more or less systems and IT projects, but 30% to 45% of them fail before they are completed, and the failed projects are still managed. The key projects that are highly valued by the tier, and more than half of the projects exceed the budget and schedule by 200% or more.... In a survey, more than 60% of corporate managers believe that they have wrongly applied the purchased software. Package, and there are only few gains or even no gains. When the failure occurs, direct losses needless to say, and the total indirect losses in business are much more.” Bennett, Professor of Information Systems, University of California, USA The above conclusions are really shocking. However, in advance, we often cannot foresee what problems will exist during the implementation of a technology project. Until recently, the media disclosed the “China ERP first case.” To make readers clear, the reporter produced the following form for this case. The case schedule shows that Lenovo has promised a project schedule of one year, but by the end of July 2000, it can be seen that the actual progress is 2 years and 4 months.