文档库 最新最全的文档下载
当前位置:文档库 › 信息管理与信息系统外文翻译ERP外文翻译稿

信息管理与信息系统外文翻译ERP外文翻译稿

信息管理与信息系统外文翻译ERP外文翻译稿
信息管理与信息系统外文翻译ERP外文翻译稿

外文翻译稿

浅谈ERP项目实施成功因素和风险管理

ERP —Enterprise Resource Planning 企业资源计划系统,是指建立在信息技术基础上,以系统化的管理思想,为企业决策层及员工提供决策运行手段的管理平台。ERP 不仅仅是一个软件,更重要的是一个管理思想,它实现了企业内部资源和企业相关的外部资源的整合。

通过软件把企业的人、财、物、产、供、销及相应的物流、信息流、资金流、管理流、增值流等紧密地集成起来,实现资源优化和共享。从台湾当地的建筑企业实施的实例讨论了ERP成功实施的七个关键:密钥系统、生产流程系统、ERP基础实施的优先度、用户自定义设置、参与者角色、咨询者角色、实施表现分级。ERP 是一种以市场和客户需求为导向,以实行企业内外资源优化配置,消除生产经营过程中一切无效的劳动和资源,实现信息流、物流、资金流、价值流和业务流的有机集成和提高企业竞争力为目的,以计划与控制为主线,以网络和信息技术为平台,集客户、市场、销售、计划、采购、生产、财务、质量、服务、信息集成和业务流程重组(BPR)等功能为一体,面向SCM的现代企业管理思想和方法。

从台湾企业的实例表明,成功应用ERP的基本要素主要有:必须增强企业自身主体意识;重视知识资源的开发与利用;充分调动人的积极性和创造性;深刻认识我国企业应用ERP的根本目的;正确认识ERP项目是一个企业管理系统工程;企业一定要尽快、科学的做出应用SCM、ERP和BPR的决策;企业应用ERP一定要立足于创新和BPR;引入企业管理咨询;认真做好ERP项目前期准备工作;加强企业需求分析;制定明确、量化的ERP应用目标;确保基础数据的准确性和时效性;加强ERP项目风险分析;建立ERP项目变革管理体系;实行ERP项目监理制和评价制;完善和提高服务商的能力与水平。大量的研究与实践充分表明,ERP在我国应用的成败并不取决于技术、资金、网络、应用软件和软件实施,而主要取决于企业自身主体意识。企业是应用ERP的主体。企业应用ERP首先要提高思想认识,转变思想观念,增强自身主体意识。只有增强了主体意识,才能提高主体能力,才能发挥主体作用,才能确保ERP项目的成功。

参考国外的一些文献资料,一个成功的ERP项目,往往要花费数年时间,数千万美元得以完成。再回头看国内,随着ERP怀疑论的抬头,价格战的兴起,ERP 作为一种软件供应商的产品,却有走下神坛趋势。就连ERP界的首领SAP也推出了Business One产品,价格低于十万。不过,即便ERP软件能做到免费,或如IBM 推崇的按需收费的境界,从整个企业实施的角度,考虑到人员、培训、维护、业务重组、二次开发、三次、n次开发,其费用应该也在数百万乃至千万人民币的规模。这对于国内企业而言,已是不小的数目了。

但是,还是有不少企业怀着美丽的梦想,踏上ERP实施的艰辛之旅。其中又有不少项目以失败告终。而对于那些最后的幸存者,是否就可以还戟入仓,饮酒高歌呢?

事实上,企业在成功实施ERP项目后,将面对较实施前更大的风险。在未来的五到十年中,是否有一个扎实的ERP风险管理机制将决定了企业是否能在最初的ERP投资中真正获益。

1998年Thomas H.Davenport在哈佛商务评论发表了名为《将企业放入企业系统》的文章(Putting the entERPrise into the entERPrise system)。该文系统地提出了企业系统,或称ERP系统给企业运作带来积极及消极的引响。同时也直接提出了未来企业必须面对的一个风险:将整个企业放入企业系统中的风险。

按照美国项目管理协会对风险的定义,“风险”是指对项目有利或不利的不确定因素。

项目是“为完成某一独特的产品或服务所做的一次性努力”,项目的“独特性”决定了项目不可能是以与以前完全相同的方式、由与以前完全相同的人来完成的,同时,项目所要创造的产品或服务,以及项目可能涉及的范围、时间及成本都不可能在项目开始时完全确定,因此,在项目进行过程中也相应会出现大量的不确定性,即项目风险。本文以下所提到的“风险”是指对项目“不利”的不确定因素。

对项目不利的风险存在于任何项目中,并往往会给项目的推进和项目的成功带来负面影响。风险一旦发生,它的影响是多方面的,如导致项目产品/服务的功能无法满足客户的需要、项目费用超出预算、项目计划拖延或被迫取消等,其最终体现为客户满意度的降低。因此,识别风险、评估风险并采取措施应对风险即

风险管理对项目管理具有十分重要的意义。

一.风险管理的具体内容

项目风险管理主要分为以下几个步骤:风险识别、定性/定量风险分析、风险应对计划编制及风险监控。

1.风险识别

风险识别,是指识别并记录可能对项目造成不利影响的因素。由于项目处于不断发展变化的过程中,因此风险识别也贯穿于整个项目实施的全过程,而不仅仅是项目的开始阶段。风险识别不是一次性的工作,而需要更多系统的、横向的思维。几乎所有关于项目的计划与信息都可能作为风险识别的依据,如项目进度及成本计划、工作分解结构、项目组织结构、项目范围、类似项目的历史信息等。

需要注意的是,并非所有的风险都可以通过风险识别来进行管理。风险识别只能发现已知风险(如:已知项目组织中某一成员能力不能完全满足要求)或已知未知风险(known-unknown,即“事件名称已知”,如“客户方人员参与力度不足”);而某些风险,由于项目的独特性,不可能在其发生前预知(unknown-unknown,即未知未知风险)。

2.定性/定量风险分析

通过风险识别过程所识别出的潜在风险数量很多,但这些潜在的风险对项目的影响是各不相同的。“风险分析”即通过分析、比较、评估等各种方式,对确定各风险的重要性,对风险排序并评估其对项目可能后果,从而使项目实施人员可以将主要精力集中于为数不多的主要风险上,从而使项目的整体风险得到有效的控制。

风险分析主要可采用的方法有:风险概率/影响评估矩阵、敏感性分析、模拟等。在进行上述分析时,主要关注以下几个风险因素:

风险概率:即风险事件发生的可能性的百分比表示。这个数字是通过主观判断而获得的,如专家评估、访谈或根据以前类似项目的历史信息。

风险影响:即风险发生可能对项目造成的影响大小。这种影响可能是时间上的,可能是成本上的,也可能是其他各方面的。

风险值(预期值EMV):风险值=风险概率×风险影响,是对风险对项目造成的影响的最直接评估,它综合考虑了概率与影响两方面的因素。

3.风险应对计划编制

风险应对计划的目的在于通过制定相应的措施,来应对风险对项目可能造成的威胁。最常采用的应对威胁的几种措施是:规避、减轻、转移、接受。

规避,即通过消除风险的成因来消除该风险;

减轻,即通过采取措施降低“风险概率”或“风险影响”,从而达到降低风险值的结果;

转移,即将风险转移到另一方,如购买保险、分包等;

接受,即对该风险不采取措施,接受其造成的结果,或在该风险发生后再采取应急计划进行处理。

具体采用何种方式来应对某一风险,取决于该风险的风险值(EMV)、拟采取应对措施的可能成本、项目管理人员对待风险的态度(效用函数)类型等各方面,不可一概而论。

风险应对计划是针对已识别的风险进行的;对于未知未知的风险,不可能预选制定相应的应对计划或应急计划,因此,可以利用管理储备来应对。

4.风险监控

风险监控主要包括以下几方面的任务:

1)在项目进行过程中跟踪已识别风险、监控残余风险并识别新风险:随着项目的实施以及风险应对措施的执行,各种对项目的影响因素处于不断变化的过程中,因此,需要在整个项目过程中,时刻监督风险的发展与变化情况,确定伴随某些风险的消失而来的新的风险并制定相应的处理措施。

2)保证风险应对计划的执行并评估风险应对计划执行效果。评估的方法可以是项目周期(阶段)性回顾、绩效评估等。

3)对突发的风险或“接受”的风险采取适当的权变措施。

通过风险监控过程,项目人员持续更新项目风险列表,并通过重复上述各步骤保证项目风险始终处于受控状态。

二.ERP项目实施的风险管理

不同类型的项目有不同类型的风险。ERP项目实施的风险同样有其特殊性。以下对ERP项目实施过程中的风险管理措施做一简要说明,一家之言,仅供参考。

1.ERP项目实施中的主要风险及应对措施

如前所述,“几乎所有关于项目的计划与信息都可能作为风险识别的依据,如

项目进度及成本计划、工作分解结构、项目组织结构、项目范围、类似项目的历史信息等。”在ERP项目的风险识别过程中,可以以项目计划为线索,识别项目在各方面的风险。

实施过程中,应特别关注以下几方面的风险:

1)项目范围的风险

项目采购管理通常有三种合同方式,即:固定价或总价合同、成本报销(加奖励)合同、单价合同。通常不确定性越大、风险越大的项目,越趋向于采用靠后的合同方式。这也是国外及国内部分ERP供应商在实施服务中采用按人天提供服务并收取费用的原因。但采用这种方式,买方(即客户)存在较大的风险,因此,国内很多客户倾向于以固定价格订立实施服务合同。而这种合同方式,则对于卖方(即顾问方)存在较大风险。在此前提下,若项目范围定义不清晰,可能导致买卖双方对项目范围的认知产生分歧:卖方希望尽量缩小实施范围,以最小的成本结束项目;而买方则希望将ERP系统的所有功能尽可能多的实施,以固定的价格获得最大的收益。若双方的分歧较大,不能达成一致,则必然会造成效率低下,相互扯皮。

因此,ERP项目合同中,应对项目的实施范围做尽可能清晰的界定,切不可停留在“实施财务模块”或是“实施应收、应付、总账管理”之类的层面上。宁愿多花一些时间在项目实施前的范围界定工作上,也不要在项目实施过程中,面对ERP繁多的功能,实施方与用户方争执不下,或被迫让步,投入更大的精力于项目中,而导致项目不能按时完成。

2)项目进度的风险

关于ERP项目实施的周期,目前在宣传上有强调“快速”的倾向。但ERP项目进度的控制绝非易事,不仅取决于顾问公司的能力,同时也在很大程度上受到客户方对ERP期望值是否合理、对范围控制是否有效、对项目投入(包括人员时间的投入和资金等的投入)是否足够等方面的影响。

由神州数码提供ERP系统并负责实施的昆山世同金属,在较短时间内上线成功,原因之一就是易飞ERP实施小组完整成熟的导入机制及顾问人员卓越的素质,有效顺利地协助了世同金属的上线工作。从上线开始便有专业顾问负责整个导入实施的计划,长期积累的行业知识及管理经验也提升了整个ERP的运作水平,妥善处理了上线工作中的问题。用户对项目分阶段实施有强烈的认同,在第一阶段

仅强调对基本功能的实现,而将大量的工作留到上线后或持续改进过程中。

而实际操作中,并非所有用户对ERP实施都有这种理解与认同,因此,在项目进度计划时,一味在项目进度计划时求快,甚或是刻意追求某个具有特殊意义的日期作为项目里程碑,将对项目进度控制造成很大压力。

事实上,很多项目的失败,正是起因于项目进度出现拖延,而导致项目团队士气低落,效率低下。因此,ERP项目实施的时间管理,需要充分考虑各种潜在因素,适当留有余地;任务分解详细度适中,便于考核;在执行过程中,应强调项目按进度执行的重要性,在考虑任何问题时,都要将保持进度作为先决条件;同时,合理利用赶工及快速跟进等方法,充分利用资源。

3)项目人力资源的风险

人力资源是ERP项目实施过程中最为关键的资源。保证合适的人,以足够的精力参与到项目中来,是项目成功实施的基本保证。

ERP项目实施中存在各种角色,对各种角色应具备的素质,我们在此不再赘述。要降低项目的人力资源风险,就要保证进入到项目中并承担角色的各类项目干系人满足项目要求。因此,实施双方应对参与人员进行认真的评估,这种评估应该是双方面的,不仅是用户对咨询顾问的评估,也应包括咨询公司对参与项目的用户方成员(在国内目前的环境下,主要是指关键用户)的评估。同时,应保证项目人员对项目的投入程度。应将参与ERP项目人员的业绩评估与ERP项目实施的状况相关联,明确ERP项目是在该阶段项目相关人员最重要的本职工作;制定适当的奖惩措施;在企业中建立“一把手工程”的思想,层层“一把手”,即各级负责人针对ERP实施向下行使全权、对上担负全责,将一把手从个体概念延伸到有机结合的群体概念。

4)对ERP认识不正确的风险

有的企业把ERP视为企业管理的灵丹妙药,认为既然ERP“功能强大”,只要上了ERP,企业的所有问题便迎刃而解,或者以为企业的所有流程都可以纳入到ERP中来;还有的人简单的将ERP视为当前业务流程的电子化。

要防范或减轻这种风险,需要对用户进行大量的培训:ERP的由来,ERP的功能,实施ERP的目的与期望等等,尽可能在用户产生“ERP不能满足我的需求和期望”这种想法之前,让用户知道“现阶段对ERP合理的需求期望是什么”。

2.ERP项目实施中的风险监控

可以采取以下措施对ERP项目实施中的风险进行监控,以防止危及项目成败的风险发生。

1)建立并及时更新项目风险列表及风险排序。项目管理人员应随时关注与关键风险相关因素的变化情况,及时决定何时、采用何种风险应对措施。

2)风险应对审计:随时关注风险应对措施(规避、减轻、转移)实施的效果,对残余风险进行评估。

3)建立报告机制,及时将项目中存在的问题反映到项目经理或项目管理层。

4)定期召集项目干系人召开项目会议,对风险状况进行评估,并通过各方面对项目实施的反应来发现新风险。

5)更新相关数据库如风险识别检查表,以利于今后类似项目的实施。

6)引入第三方咨询,定期对项目进行质量检查,以防范大的风险。

实施信息化,企业就要面对巨大风险,有时甚至是将自己的生死交到了信息化手上。但如果不实施信息化,企业就要被同行所超越,进而湮没在全球化的浪潮中,这是每一家企业都不愿意看到的。可看看常见的资料,都是教你如何去规避信息化风险,而没有人愿意直面风险,这不能不说是信息化的缺失。如果我们的企业、厂商能够更加开明些,丢掉那所谓的面子问题,将他们面对风险时的经验与大众共享,相信信息化的失败率绝对要比现在少得多。

外文原稿

Discussing about the successful

factors of

ERP projects implementation and the risk management

The primary functions of Enterprise Resource Planning (ERP) are to integrate the inter-departmental operation procedures and Management Information System (MIS) modules, and to reallocate the resources of a company. How to successfully implement an ERP system in an organization is always a hot research topic for researchers as well as a pending problem for an organization that wants to implement it. A case study on the selection of system suppliers and contract negotiation during the ERP implementation of a local construction company in Taiwan, after reviewing the common key success factors discussed in the literature, discussed seven issues: coding system, working process reengineering, priority of ERP functionality implementation,

customization, participant roles, consultant role and performance level of subcontractor, which also affected the implementation.

Lessons learned from the case study in discussed seven issues are valuable for a construction company in deciding to implement an ERP system. This study suggests that additional case studies are necessary for the successful application of ERP systems in the construction industry. ERP implementation is a 'Triple Play' that combines people, technology, and processes. It embodies a complex implementation process, especially in developing countries like China, often taking several years, huge amount of fund and involving a major business process reengineering exercise. An attempt has been made to identify some Chinese-specific difficulties in the implementation process and provide solutions to implement ERP system successfully through questionnaire survey, interviews, and secondary data. On the basis of analysis of questionnaire results, some common difficulties have been explored by authors, such as support of top management, costly and time-consuming, cultural differences, technical complexity, lack of professional personnel, and inner resistance. The difficulties are largely due to the nature of enterprise's ownership and size. Suggested solutions to overcome

these difficulties: ERP software packages selection, ERP implementation team, BPR, Training, and Outsourcing-Application Service Provider. These solutions can effectively solve ERP difficulties.

The effectiveness of the implementation of enterprise resource planning in improving service quality can be seen in the Taiwanese semiconductor industry by assessing the expectations and the perceptions of service quality from the perspectives of both upstream manufacturers and downstream customers. The study first establishes a modified service quality gap model incorporating: (i) the downstream customers' expectations and perceptions, and (ii) the upstream manufacturers' perceptions of the customers' expectations and perceptions. An empirical study by questionnaire survey is then undertaken to investigate the gaps proposed in the research model. The results show that service quality gaps do exist in the Taiwanese semiconductor industry between upstream manufacturers that are implementing ERP and their downstream customers. The study shows that the proposed model provides valuable guidance to manufacturers with respect to the prevention, detection, and elimination of the demonstrated service quality gaps. The model thus helps manufacturers to evaluate the contribution of various ERP modules to improved customer satisfaction with service quality and also provides guidance on improvement strategies to enhance service quality by eliminating quality gaps.

Actually, ERP is widely used in many fields, from public sectors to individual business. Recently, service organizations have invested considerable resources in the implementation of Enterprise Resource Planning (ERP) systems, even using solutions initially targeted for manufacturing companies. To get an insight into how services approach help

ERP implementation, a review of ERP projects, especially in services, completed by six case studies has been undertaken. We identify and discuss some characteristics of services, which are discriminatory regarding manufacturing. Main characteristics identified deal with complete or partial integration, product or customer orientation, importance of labor, human factor. In conclusion, trends to standardization and integration seen in the industrial sector are also growing in services, but in different ways.

Refers to the overseas some literature material, a successful ERP project, often needs to spend several year times, number thousands of US dollars can complete. Again turns head looks at the home, along with ERP skepticisms gaining ground, price war starting, ERP took one kind of software supplier's product, has actually goes down the god world tendency. ERP leader SAP also promoted Business the One product, the price has been lower than 100,000.Even if the ERP software can achieve free, or like the IBM esteem according to the boundary which must collect fees, implements the angle from the entire enterprise, considers the personnel, training, the maintenance, the service reorganization, the re-development, three, n development, its expense should also in several 1,000,000 and even surely the scale. This speaking of the domestic enterprise, already was not the small number.

But, some many enterprises harbor the beautiful dream, steps the ERP implementation the difficult travel. In which also has many projects to be defeated comes to an end. But regarding these final survivors, whether can the halberd be also put in storage, drinks wine to sing loudly? In fact, the enterprise implements the ERP project after the success will face implements a bigger risk. In future five to ten years in, some solid ERP risk management mechanism had decided whether the enterprise can obtain benefits truly in the initial ERP investment. In 1998 Thomas H.Davenport has published named "Puts in Enterprise System" the article in the Harvard

commerce commentary (Putting the enterprise into the enterprise system).This article proposed systematically the enterprise system, or called the ERP system the operation brings for the enterprise positive and negative directs the sound. Simultaneously also directly proposed the future enterprise will have to face a risk: Puts in the enterprise system the entire enterprise the risk. According to US Project management Association to the risk the definition, "the risk" is refers to the project advantageous or the disadvantageous element of certainty.

The project is "for completes the disposable endeavor which some unique product or the service station do", the project "the distinctive quality" had decided the project not impossible was by with the before identical way, simultaneously, the project which completed by and the before identical person must create the product or the service, as well as the project possibly involved the scope, the time and the cost all not impossible started when the project completely to determine, therefore, carried on in the process in the project also corresponding to be able to appear the massive uncertainty, namely project risk. Below this article mentioned "the risk" is refers to the project "disadvantageously" the element of certainty. Exists to the project disadvantageous risk in any project, often and can give the project the advancement and the project success brings the negative influence. Once the risk occurs, its influence is various, like causes the project product/service the function to be unable to satisfy the customer the need, the project expense surpasses the budget, the project plan dragging or is compelled to cancel and so on, it finally manifests for customer degree of satisfaction depression. Therefore, the recognition risk, the appraisal risk and take the measure to be supposed to be the risk management have the extremely vital significance to the risk to the project management.

Ⅰ Risk management concrete content

The project risk management mainly divides into following several steps: The risk recognition, the qualitative/quota risk analysis, the risk should to plan the establishment and the risk monitoring.

1. risk recognitions

The risk recognition, is refers distinguishes and records possibly has the adverse effect to the project the factor. Because the project is in develops in unceasingly the change process, therefore the risk recognition also passes through in the entire project implementation entire process, but is not merely the project initial stage. The risk recognition is not the disposable work, but need more systems, crosswise thought. Possesses nearly about the project plan and the information all possibly takes the risk recognition the basis, like project progress and cost plan, work decomposition structure, project organizational structure, project scope, similar project historical information and so on. Needs to pay attention, all risks all may carry on the management by no means through the risk recognition. The risk recognition only can discover the known risk (for example: In the known project organization some member ability cannot satisfy the request completely) or the known unknown risk (known-unknown, namely "event name known", like "customer side personnel participates in dynamics being insufficient"); Before but certain risks, as a result of the project distinctive quality, not impossible to occur in it know in advance (unknown-unknown, namely unknown-unknown risk).

2. qualitative/quota risk analysis

The latent risk quantity distinguishes which through the risk recognition process are very many, but these latent risks to the project the influence are various. "The risk analysis" namely through the analysis, the comparison, the appraisal and so on each way, to determined various

risks the importance, sorts to the risk and appraises it to the project possible consequence, thus causes the project to implement the personnel to be possible to concentrate the main energy in the few in number main risk, thus enable the project the overall risk to be under the effective control.

The risk analysis mainly may use the method includes: Risk probability/influence appraisal matrix, sensitive analysis, simulation and so on. When carries on the above analysis, mainly pays attention to following several risk factor:

Risk probability: Namely the risk event occurs possible percentage expression. This numeral is, like the expert who obtains through the subjective judgment appraises, the interview or the basis before similar project historical information.

Risk influence: Namely the risk has possibly the influence size which creates to the project. This kind of influence is possibly in the time, possibly is in the cost, also is possibly other various aspects.

Risk value (required value EMV): The risk value = risk probability * risk influence, is to the risk the influence most direct appraisal which creates to the project, its overall evaluation probability with has affected two aspects the factors.

3. risks should plan the establishment

The risk should lie in to the plan goal through the formulation corresponding measure, comes to be supposed to the risk the threat which possibly creates to the project.Most often uses should to threat several measures be: The circumvention, reduces, the shift, accepts.

The circumvention, namely eliminates this risk through the elimination risk origin;

Reduces, namely through takes the measure to reduce "the risk

probability" or "the risk influence", thus achieved reduces the risk value the result;

The shift, soon the risk shifts to another side, like purchase insurance, sub package and so on;

Accepts, namely does not take the measure to this risk, accepts result which it creates, or occurs after this risk uses the contingency plan to carry on processing again. Selects what method to come specifically to be supposed to some risk, is decided in this risk value (EMV), plans to adopt should to the measure possible cost, the project management personnel treat the risk the manner (utility function) the type and so on various aspects, cannot be generally spoken.

The risk should be aims at the risk to the plan which distinguishes to carry on; Regarding the unknown risk, not impossible to choose in advance the formulation corresponding to be supposed to plan or the contingency plan, therefore, may stockpile using the management should be right.

4. risk monitoring

The risk monitoring mainly includes following several aspects the duty:

1) Carrying on in the process in the project to track has distinguished the risk, the monitoring remaining risk and distinguishes the new risk: Along with the project implementation as well as the risk should to the measure execution, each kind the influence factor be in the process to the project which changes unceasingly, therefore, needs in the entire project process, the time surveillance risk development and the change situation, determined follows the new risk which certain risks vanishing comes and formulates the corresponding processing measure.

2) Guaranteed the risk should to the plan execution and appraised the risk should to plan carry out the effect. The appraisal method may be the

project cycle (stage) the natural review, the achievements appraisal and

so on.

3) "accepts" to the sharp-edged risk the risk takes the suitable flexible measure. Through the risk monitoring process, the project personnel renews the project risk tabulation continually, and through the repetition above various steps guaranteed the project risk is at the controlled condition throughout.

Ⅱ ERP project implementation risk management

The different type project has the different type risk. The ERP project implementation risk has its particularity similarly. The following gives

a briefing to in the ERP project implementation process risk management measure, the single opinion, only supplies the reference.

1. ERP project implementation main risk and should to the measure

As mentioned above, "possesses nearly about the project plan and the information all possibly takes the risk recognition the basis, like project progress and cost plan, work decomposition structure, project organizational structure, project scope, similar project historical information and so on." In the ERP project risk recognition process, may take the project plan as the clue, the recognition project in various aspects risk. In the implementation process, should pay attention

to following several aspects specially the risk:

1) project scope risk

The project purchase management usually has three contract ways, namely: The solid fixed price or the total price contract, the cost reimburse (add reward) the contract, the unit price contract. The usual uncertainty is bigger, a risk bigger project, more tends to in using depends on after the

contract way. This also is overseas and the domestic part ERP supplier uses in the implementation service according to the human day provides serves and charges the fee the reason. But selects this method, the buyer (i.e. customer) has the big risk, therefore, the domestic very many customers favor in work out the implementation contract of service by the fixed price. But this contract way, then (i.e. consultant side) has the big risk regarding the seller. Under this premise, if the project scope definition is not clear, possibly causes the round turns to have the difference to the project scope cognition: The seller hoped reduces the implementation scope as far as possible, by smallest cost closing performance; But the buyer hoped ERP system all function many implementations, obtains as far as possible by the fixed price the greatest income. If the bilateral difference is big, cannot achieve consistently, then can create the efficiency inevitably to be low, wrangles mutually.

Therefore, in the ERP project contract, should make as far as possible the clear limits to the project implementation scope, cuts cannot pause in "the implementation finance module" perhaps "the implementation receivable, the manipulation, the general ledger management" and so on in stratification plane.

Rather multi-flowered some time before in project implementation scope limits work, also do not have in the project implementation process, facing ERP many functions, the implementation side and the user side is unyielding, or the forced concessions, invests a bigger energy in the project, but causes the project not to be able to complete on time.

2) project progress risk

About the ERP project implementation cycle, at present has emphasizes "fast" the tendency in the propaganda. But ERP project progress control certainly not easy matter, not only is decided by consultant firm's ability,

simultaneously also to a great extent receives the customer side to the ERP expected value whether reasonable, to the scope controls whether effective, to project investment (including personnel time investment and fund and so on investment) whether enough and so on aspect influences.

Provides elder brother Shan Shitong by the divine land numerical code who the ERP system and is responsible to implement the metal, in a short time makes something a matter of political line successfully, one of reasons

is easy to fly the ERP implementation group integrity mature to induct the mechanism and consultant personnel's remarkable quality, smoothly has assisted the world effectively with the metal political line work. Starts from the political line then to have special consultant to be responsible

to induct the implementation entire the plan, the long-term accumulation profession knowledge and the managerial experience have also promoted the entire ERP operation level, has properly dealt with in the political line work issue. The user has the intense approval to the project minute stage implementation, only emphasizes in the first stage to the basic function realization, but the massive work will remain after the political line or improve in continually the process.

But in the actual operation, by no means all users all have this kind

of understanding and the approval to the ERP implementation, therefore,

in project progress plan time, constantly when project progress plan strives for quickly, even is pursues some to have the special significance date sedulously to take the project milestone, will create the very tremendous pressure to the project progress control. In fact, the very many project defeat, is precisely is attributed to the project progress

to appear the dragging, but causes the project team despondency, the efficiency to be low. Therefore, the ERP project implementation time management, needs to consider each kind of latency fully, suitable conservative; The duty decomposes the detailed degree of fineness to be

moderate, is advantageous for the inspection; In the implementation, should emphasize the project according to the progress execution importance, in considered when any question, all must take the maintenance progress the precondition; At the same time, reasonably and follows up fast using rushing a job and so on the methods, uses the resources fully.

3) project human resources risk

The human resources are in the ERP project implementation process the most essential resources. Guaranteed the appropriate person, participates in the project by the enough energy, is the project success implementation basic guarantee.

In the ERP project implementation has each kind of role, should have the quality to each kind of role, we no longer give unnecessary detail in this. Must reduce the project the human resources risk, must guarantee enters and undertakes role each kind of project to the project in to do is the human satisfies the project request. Therefore, implements both sides to be supposed to participate in the personnel carrying on the earnest appraisal, this kind of appraisal should be the bilateral surface, not only is the user to consults consultant's appraisal, also should include the consultant firm to the user side member who participates in the project (in under the domestic present environment, mainly is refers to essential user) the appraisal. At the same time, should guarantee the project personnel to the project investment degree. Should participation the ERP project personnel's achievement to appraise and the ERP project implementation condition is connected, is clear about the ERP project is in this stage project correlation personnel most important labor of duty; Formulates the suitable rewards and punishment measure; Establishes "the member project" in the enterprise the thought, layer upon layer "the member", namely all levels of people in charge downward exercises in view of the ERP implementation plenary powers, shoulders the entire responsibility to

on, extends the member from the individual concept to the organic synthesis community concept.

4) The risk that people don't understand ERP correctly

Some enterprises regard as ERP the business management the panacea, thought since ERP "the function is formidable", so long as on ERP, enterprise's all questions have then been easily solved, or thought enterprise's all flows all may integrate to ERP in; Also some people simple regard as ERP the current service flow the computerization.

Must guard against or reduce this kind of risk, needs to carry on massive training to the user: The ERP origin, the ERP function, implements ERP goal and expectation and so on, "ERP cannot meet my need in the user productions and expect" as far as possible in front of this idea, lets the user know "the present stage to the ERP reasonable demand expectation is any".

2. ERP project implementation risk monitoring

May take following measure to carry on the monitoring to in the ERP project implementation risk, prevented endangers the project success or failure the risk occurrence.

1) Establishes and the prompt renewal project risk tabulation and risk sorting. The project management personnel should as necessary pay attention to and the essential risk correlation factor change situation, decided promptly when, uses what kind of risk to be supposed to the measure.

2) the risk should to audit: Pays attention to the risk to be supposed as necessary to the measure (circumvention, to reduce the effect which, shift) implements, carries on the appraisal to the remaining risk.

毕业设计外文翻译资料

外文出处: 《Exploiting Software How to Break Code》By Greg Hoglund, Gary McGraw Publisher : Addison Wesley Pub Date : February 17, 2004 ISBN : 0-201-78695-8 译文标题: JDBC接口技术 译文: JDBC是一种可用于执行SQL语句的JavaAPI(ApplicationProgrammingInterface应用程序设计接口)。它由一些Java语言编写的类和界面组成。JDBC为数据库应用开发人员、数据库前台工具开发人员提供了一种标准的应用程序设计接口,使开发人员可以用纯Java语言编写完整的数据库应用程序。 一、ODBC到JDBC的发展历程 说到JDBC,很容易让人联想到另一个十分熟悉的字眼“ODBC”。它们之间有没有联系呢?如果有,那么它们之间又是怎样的关系呢? ODBC是OpenDatabaseConnectivity的英文简写。它是一种用来在相关或不相关的数据库管理系统(DBMS)中存取数据的,用C语言实现的,标准应用程序数据接口。通过ODBCAPI,应用程序可以存取保存在多种不同数据库管理系统(DBMS)中的数据,而不论每个DBMS使用了何种数据存储格式和编程接口。 1.ODBC的结构模型 ODBC的结构包括四个主要部分:应用程序接口、驱动器管理器、数据库驱动器和数据源。应用程序接口:屏蔽不同的ODBC数据库驱动器之间函数调用的差别,为用户提供统一的SQL编程接口。 驱动器管理器:为应用程序装载数据库驱动器。 数据库驱动器:实现ODBC的函数调用,提供对特定数据源的SQL请求。如果需要,数据库驱动器将修改应用程序的请求,使得请求符合相关的DBMS所支持的文法。 数据源:由用户想要存取的数据以及与它相关的操作系统、DBMS和用于访问DBMS的网络平台组成。 虽然ODBC驱动器管理器的主要目的是加载数据库驱动器,以便ODBC函数调用,但是数据库驱动器本身也执行ODBC函数调用,并与数据库相互配合。因此当应用系统发出调用与数据源进行连接时,数据库驱动器能管理通信协议。当建立起与数据源的连接时,数据库驱动器便能处理应用系统向DBMS发出的请求,对分析或发自数据源的设计进行必要的翻译,并将结果返回给应用系统。 2.JDBC的诞生 自从Java语言于1995年5月正式公布以来,Java风靡全球。出现大量的用java语言编写的程序,其中也包括数据库应用程序。由于没有一个Java语言的API,编程人员不得不在Java程序中加入C语言的ODBC函数调用。这就使很多Java的优秀特性无法充分发挥,比如平台无关性、面向对象特性等。随着越来越多的编程人员对Java语言的日益喜爱,越来越多的公司在Java程序开发上投入的精力日益增加,对java语言接口的访问数据库的API 的要求越来越强烈。也由于ODBC的有其不足之处,比如它并不容易使用,没有面向对象的特性等等,SUN公司决定开发一Java语言为接口的数据库应用程序开发接口。在JDK1.x 版本中,JDBC只是一个可选部件,到了JDK1.1公布时,SQL类包(也就是JDBCAPI)

【ERPMRP管理】erp管理信息系统案例分析

【ERPMRP管理】erp 管理信息系统案例分析

亚元科技ERP管理信息系统案例分析 【摘要】亚元科技ERP-U8M案例分析/1.企业概况/2.组织结构图/3.上ERP系统前公司状况/4.企业目标/5.网络拓扑图/6.实施流程/7.用友ERP-U8M解决方案/8.实施ERP-U8M的总体效益/9. 总结得到ERP成功要素的分类 一企业概况 亚元科技(中国)电子有限公司是2000年7月由台湾亚元科技股份有限公司转投资成立,为独资企业。公司位于宜昌市猇亭大道279号,董事长陈建中先生,目前资本额为1500万美金,亚元科技自宜昌落户以来,亚元人秉承“稳健踏实,客户满意”的品质精神,精益求精,真诚地向我们的客户销售我们的服务与关怀。公司全体领导干部一贯坚持以人为本,以追求卓越的品质,以客户满意为企业经营理念,不断强化科学管理,创新和产品的研发,以不断推进信息电子产业和通讯技术的发展,升级为己任。为广大客户提供至上至善的服务是亚元人永恒的梦想和追求。亚元科技以独有的品牌“ATECH”行销国际,已陆续取得ISO-9001及ISO14001认证,在国际业界颇受好评,公司已于2001年7月通过主管机关核准,股票在台湾挂牌上柜交易,成为国内第一家专业通讯用零组件上柜公司。 二组织结构图 三上ERP系统前公司状况 公司没有一个统一的管理信息化工具,除了财务部使用用友U8总帐,其他各部门都以微软办公套件作为日常办工工具,各部门数据独立,交叉作业时信息不能共享,办工效率较低。

四企业目标 通过ERP系统建立公司统一的工作平台,有效地优化业务流程,达到各部门协同工作; 通过建立系统提高工作效率,减少垃圾信息,改善工作质量; 通过建立系统提高各部门动态应变性,不断跟踪、控制和反映瞬息万变的实际情况,使各级管理人员可随时根据企业内外环境条件的变化,提高应变能力,迅速做出响应、满足市场不断变化着的需求,并保证生产计划正常进行; 五网络拓扑图 六实施流程 实施ERP是一项目管理工作,为了实现规定的目标,明确项目的范围与工作内容,合理利用各种资源,在规定的时间和预算内完成项目的实施。用友ERP-U8M系统实施是按照项目管理的原则依次进行的,主要环节如下: 1 项目组织 2 制定实施计划 3 培训 4 数据准备 5 原型测试7 用户化8 实战性模拟运行 七用友ERP-U8M解决方案 ERP_U8M系统涵盖了企业的六大管理职能(信息、营销、供应、生产、财务、规划),由20多个模块构成,各模块之间高度集成为一个完整的ERP系统。为企业彻底根除手工管理下无法解决的管理难题,提升整体管理水平,从而创造巨大的管理效益。 1 功能模块图

毕业论文外文文献翻译-数据库管理系统的介绍

数据库管理系统的介绍 Raghu Ramakrishnan1 数据库(database,有时拼作data base)又称为电子数据库,是专门组织起来的一组数据或信息,其目的是为了便于计算机快速查询及检索。数据库的结构是专门设计的,在各种数据处理操作命令的支持下,可以简化数据的存储,检索,修改和删除。数据库可以存储在磁盘,磁带,光盘或其他辅助存储设备上。 数据库由一个或一套文件组成,其中的信息可以分解为记录,每一记录又包含一个或多个字段(或称为域)。字段是数据存取的基本单位。数据库用于描述实体,其中的一个字段通常表示与实体的某一属性相关的信息。通过关键字以及各种分类(排序)命令,用户可以对多条记录的字段进行查询,重新整理,分组或选择,以实体对某一类数据的检索,也可以生成报表。 所有数据库(最简单的除外)中都有复杂的数据关系及其链接。处理与创建,访问以及维护数据库记录有关的复杂任务的系统软件包叫做数据库管理系统(DBMS)。DBMS软件包中的程序在数据库与其用户间建立接口。(这些用户可以是应用程序员,管理员及其他需要信息的人员和各种操作系统程序)。 DBMS可组织,处理和表示从数据库中选出的数据元。该功能使决策者能搜索,探查和查询数据库的内容,从而对在正规报告中没有的,不再出现的且无法预料的问题做出回答。这些问题最初可能是模糊的并且(或者)是定义不恰当的,但是人们可以浏览数据库直到获得所需的信息。简言之,DBMS将“管理”存储的数据项,并从公共数据库中汇集所需的数据项以回答非程序员的询问。 DBMS由3个主要部分组成:(1)存储子系统,用来存储和检索文件中的数据;(2)建模和操作子系统,提供组织数据以及添加,删除,维护,更新数据的方法;(3)用户和DBMS之间的接口。在提高数据库管理系统的价值和有效性方面正在展现以下一些重要发展趋势; 1.管理人员需要最新的信息以做出有效的决策。 2.客户需要越来越复杂的信息服务以及更多的有关其订单,发票和账号的当前信息。 3.用户发现他们可以使用传统的程序设计语言,在很短的一段时间内用数据1Database Management Systems( 3th Edition ),Wiley ,2004, 5-12

汽车制动系统-毕业设计外文资料翻译

Automobile Brake System The braking system is the most important system in cars. If the brakes fail, the result can be disastrous. Brakes are actually energy conversion devices, which convert the kinetic energy (momentum) of the vehicle into thermal energy (heat).When stepping on the brakes, the driver commands a stopping force ten times as powerful as the force that puts the car in motion. The braking system can exert thousands of pounds of pressure on each of the four brakes. Two complete independent braking systems are used on the car. They are the service brake and the parking brake. The service brake acts to slow, stop, or hold the vehicle during normal driving. They are foot-operated by the driver depressing and releasing the brake pedal. The primary purpose of the parking brake is to hold the vehicle stationary while it is unattended. The parking brake is mechanically operated by when a separate parking brake foot pedal or hand lever is set. The brake system is composed of the following basic c omponents: the “master cylinder” which is located under the hood, and is directly connected to the brake pedal, converts driver foot’s mechanical pressure into hydraulic pressure. Steel “brake lines” and flexible “brake hoses” connect the master cylinder to the cylinders” located at each wheel. Brake fluid, specially designed to work in extreme conditions, fills the system. “Shoes” and “pads” are pushed by cylinders to contact the “drums” and “rotors” thus causing drag, which (hopefully) slows the car. The typical brake system consists of disk brakes in front and either disk or drum brakes in the rear connected by a system of tubes and hoses that link the brake at each wheel to the master cylinder (Figure).

毕业论文外文翻译模版

吉林化工学院理学院 毕业论文外文翻译English Title(Times New Roman ,三号) 学生学号:08810219 学生姓名:袁庚文 专业班级:信息与计算科学0802 指导教师:赵瑛 职称副教授 起止日期:2012.2.27~2012.3.14 吉林化工学院 Jilin Institute of Chemical Technology

1 外文翻译的基本内容 应选择与本课题密切相关的外文文献(学术期刊网上的),译成中文,与原文装订在一起并独立成册。在毕业答辩前,同论文一起上交。译文字数不应少于3000个汉字。 2 书写规范 2.1 外文翻译的正文格式 正文版心设置为:上边距:3.5厘米,下边距:2.5厘米,左边距:3.5厘米,右边距:2厘米,页眉:2.5厘米,页脚:2厘米。 中文部分正文选用模板中的样式所定义的“正文”,每段落首行缩进2字;或者手动设置成每段落首行缩进2字,字体:宋体,字号:小四,行距:多倍行距1.3,间距:前段、后段均为0行。 这部分工作模板中已经自动设置为缺省值。 2.2标题格式 特别注意:各级标题的具体形式可参照外文原文确定。 1.第一级标题(如:第1章绪论)选用模板中的样式所定义的“标题1”,居左;或者手动设置成字体:黑体,居左,字号:三号,1.5倍行距,段后11磅,段前为11磅。 2.第二级标题(如:1.2 摘要与关键词)选用模板中的样式所定义的“标题2”,居左;或者手动设置成字体:黑体,居左,字号:四号,1.5倍行距,段后为0,段前0.5行。 3.第三级标题(如:1.2.1 摘要)选用模板中的样式所定义的“标题3”,居左;或者手动设置成字体:黑体,居左,字号:小四,1.5倍行距,段后为0,段前0.5行。 标题和后面文字之间空一格(半角)。 3 图表及公式等的格式说明 图表、公式、参考文献等的格式详见《吉林化工学院本科学生毕业设计说明书(论文)撰写规范及标准模版》中相关的说明。

房地产信息管理系统的设计与实现 外文翻译

本科毕业设计(论文)外文翻译 译文: ASP ASP介绍 你是否对静态HTML网页感到厌倦呢?你是否想要创建动态网页呢?你是否想 要你的网页能够数据库存储呢?如果你回答:“是”,ASP可能会帮你解决。在2002年5月,微软预计世界上的ASP开发者将超过80万。你可能会有一个疑问什么是ASP。不用着急,等你读完这些,你讲会知道ASP是什么,ASP如何工作以及它能为我们做 什么。你准备好了吗?让我们一起去了解ASP。 什么是ASP? ASP为动态服务器网页。微软在1996年12月推出动态服务器网页,版本是3.0。微软公司的正式定义为:“动态服务器网页是一个开放的、编辑自由的应用环境,你可以将HTML、脚本、可重用的元件来创建动态的以及强大的网络基础业务方案。动态服务器网页服务器端脚本,IIS能够以支持Jscript和VBScript。”(2)。换句话说,ASP是微软技术开发的,能使您可以通过脚本如VBScript Jscript的帮助创建动态网站。微软的网站服务器都支持ASP技术并且是免费的。如果你有Window NT4.0服务器安装,你可以下载IIS(互联网信息服务器)3.0或4.0。如果你正在使用的Windows2000,IIS 5.0是它的一个免费的组件。如果你是Windows95/98,你可以下载(个人网络服务器(PWS),这是比IIS小的一个版本,可以从Windows95/98CD中安装,你也可以从微软的网站上免费下载这些产品。 好了,您已经学会了什么是ASP技术,接下来,您将学习ASP文件。它和HTML文 件相同吗?让我们开始研究它吧。 什么是ASP文件? 一个ASP文件和一个HTML文件非常相似,它包含文本,HTML标签以及脚本,这些都在服务器中,广泛用在ASP网页上的脚本语言有2种,分别是VBScript和Jscript,VBScript与Visual Basic非常相似,而Jscript是微软JavaScript的版本。尽管如此,VBScript是ASP默认的脚本语言。另外,这两种脚本语言,只要你安装了ActiveX脚本引擎,你可以使用任意一个,例如PerlScript。 HTML文件和ASP文件的不同点是ASP文件有“.Asp”扩展名。此外,HTML标签和ASP代码的脚本分隔符也不同。一个脚本分隔符,标志着一个单位的开始和结束。HTML标签以小于号(<)开始(>)结束,而ASP以<%开始,%>结束,两者之间是服务端脚本。

软件开发概念和设计方法大学毕业论文外文文献翻译及原文

毕业设计(论文)外文文献翻译 文献、资料中文题目:软件开发概念和设计方法文献、资料英文题目: 文献、资料来源: 文献、资料发表(出版)日期: 院(部): 专业: 班级: 姓名: 学号: 指导教师: 翻译日期: 2017.02.14

外文资料原文 Software Development Concepts and Design Methodologies During the 1960s, ma inframes and higher level programming languages were applied to man y problems including human resource s yste ms,reservation s yste ms, and manufacturing s yste ms. Computers and software were seen as the cure all for man y bu siness issues were some times applied blindly. S yste ms sometimes failed to solve the problem for which the y were designed for man y reasons including: ?Inability to sufficiently understand complex problems ?Not sufficiently taking into account end-u ser needs, the organizational environ ment, and performance tradeoffs ?Inability to accurately estimate development time and operational costs ?Lack of framework for consistent and regular customer communications At this time, the concept of structured programming, top-down design, stepwise refinement,and modularity e merged. Structured programming is still the most dominant approach to software engineering and is still evo lving. These failures led to the concept of "software engineering" based upon the idea that an engineering-like discipl ine could be applied to software design and develop ment. Software design is a process where the software designer applies techniques and principles to produce a conceptual model that de scribes and defines a solution to a problem. In the beginning, this des ign process has not been well structured and the model does not alwa ys accurately represent the problem of software development. However,design methodologies have been evolving to accommo date changes in technolog y coupled with our increased understanding of development processes. Whereas early desig n methods addressed specific aspects of the

公司ERP信息化管理系统

公司ERP信息化管 理系统 1

C-005-某科技公司 ERP信息化管理系统 采购调研问卷 文档作者:某科技公司咨询顾问:赵士军 创立日期: -12-28 更新日期: 控制编码: Connell-Original / C-005 当前版本: V 4.0 提交人: 1

审批签字: 审批签字: 某科技公司项目经理: 某科技公司项目经理: 拷贝数量: 2

目录 第一章文档控制 ........................................................................................... 错误!未定义书签。 1.1变更记录................................................................................................ 错误!未定义书签。 1.2审阅者 .................................................................................................. 错误!未定义书签。 1.3传阅者 .................................................................................................. 错误!未定义书签。第二章组织结构 ........................................................................................... 错误!未定义书签。 2.1采购部门................................................................................................ 错误!未定义书签。第三章物品管理 ........................................................................................... 错误!未定义书签。 3.1采购件管理............................................................................................ 错误!未定义书签。第四章供应商管理 ....................................................................................... 错误!未定义书签。 4.1供应商考核............................................................................................ 错误!未定义书签。 4.2供应商信息............................................................................................ 错误!未定义书签。第五章采购流程 ........................................................................................... 错误!未定义书签。 5.1请购管理................................................................................................ 错误!未定义书签。 5.2询价管理................................................................................................ 错误!未定义书签。 5.3报价管理................................................................................................ 错误!未定义书签。 5.4订单管理................................................................................................ 错误!未定义书签。 5.5采购政策及采购计划............................................................................ 错误!未定义书签。 3

大学毕业论文---软件专业外文文献中英文翻译

软件专业毕业论文外文文献中英文翻译 Object landscapes and lifetimes Tech nically, OOP is just about abstract data typing, in herita nee, and polymorphism, but other issues can be at least as importa nt. The rema in der of this sect ion will cover these issues. One of the most importa nt factors is the way objects are created and destroyed. Where is the data for an object and how is the lifetime of the object con trolled? There are differe nt philosophies at work here. C++ takes the approach that con trol of efficie ncy is the most importa nt issue, so it gives the programmer a choice. For maximum run-time speed, the storage and lifetime can be determined while the program is being written, by placing the objects on the stack (these are sometimes called automatic or scoped variables) or in the static storage area. This places a priority on the speed of storage allocatio n and release, and con trol of these can be very valuable in some situati ons. However, you sacrifice flexibility because you must know the exact qua ntity, lifetime, and type of objects while you're writing the program. If you are trying to solve a more general problem such as computer-aided desig n, warehouse man ageme nt, or air-traffic con trol, this is too restrictive. The sec ond approach is to create objects dyn amically in a pool of memory called the heap. In this approach, you don't know un til run-time how many objects you n eed, what their lifetime is, or what their exact type is. Those are determined at the spur of the moment while the program is runnin g. If you n eed a new object, you simply make it on the heap at the point that you n eed it. Because the storage is man aged dyn amically, at run-time, the amount of time required to allocate storage on the heap is sig ni fica ntly Ion ger tha n the time to create storage on the stack. (Creat ing storage on the stack is ofte n a si ngle assembly in structio n to move the stack poin ter dow n, and ano ther to move it back up.) The dyn amic approach makes the gen erally logical assumpti on that objects tend to be complicated, so the extra overhead of finding storage and releas ing that storage will not have an importa nt impact on the creati on of an object .In additi on, the greater flexibility is esse ntial to solve the gen eral program ming problem. Java uses the sec ond approach, exclusive". Every time you want to create an object, you use the new keyword to build a dyn amic in sta nee of that object. There's ano ther issue, however, and that's the lifetime of an object. With Ian guages that allow objects to be created on the stack, the compiler determines how long the object lasts and can automatically destroy it. However, if you create it on the heap the compiler has no kno wledge of its lifetime. In a Ianguage like C++, you must determine programmatically when to destroy the

管理信息系统外文翻译

管理信息系统外文翻译-标准化文件发布号:(9456-EUATWK-MWUB-WUNN-INNUL-DDQTY-KII

英文文献翻译 二〇年月日

科技文章摘译 Definition of a Management Information System There is no consensus of the definition of the term "management information system". Some writers prefer alternative terminology such as "information processing system", "information and decision system", "organizational information system", or simply "information system" to refer to the computer-based information processing system which supports the operations, management, and decision-making functions of an organization. This text uses “MIS” because it is descriptive and generally understood; it also frequently uses “information system” instead of “MIS” to refer to an organizational information system. A definition of a management information system, as the term is generally understood, is an integrated, user-machine system for providing information to support operations, management, and decision-making functions in an organization. The system utilizes computer hardware and software; manual procedures; models for analysis planning, control and decision making; and a database. The fact that it is an integrated system does not mean that it is a single, monolithic structure; rather, it means that the parts fit into an overall design. The elements of the definition are highlighted below. 1 Computer-based user-machine system Conceptually, management information can exist without computer, but it is the power of the computer which makes MIS feasible. The question is not whether computers should be used in management information system, but the extent to which information use should be computerized. The concept of a user-machine system implies that some tasks are best performed by humans, while others are best done by machine. The user of an MIS is any person responsible for entering input data, instructing the system, or utilizing the information output of the system. For many problems, the user and the computer form a combined system with results obtained through a set of interactions between the computer and the user. User-machine interaction is facilitated by operation in which the user’s input-output device (usually a visual display terminal) is connected to the computer. The computer can be a personal computer serving only one user or a large computer that

本科毕业设计方案外文翻译范本

I / 11 本科毕业设计外文翻译 <2018届) 论文题目基于WEB 的J2EE 的信息系统的方法研究 作者姓名[单击此处输入姓名] 指导教师[单击此处输入姓名] 学科(专业 > 所在学院计算机科学与技术学院 提交日期[时间 ]

基于WEB的J2EE的信息系统的方法研究 摘要:本文介绍基于工程的Java开发框架背后的概念,并介绍它如何用于IT 工程开发。因为有许多相同设计和开发工作在不同的方式下重复,而且并不总是符合最佳实践,所以许多开发框架建立了。我们已经定义了共同关注的问题和应用模式,代表有效解决办法的工具。开发框架提供:<1)从用户界面到数据集成的应用程序开发堆栈;<2)一个架构,基本环境及他们的相关技术,这些技术用来使用其他一些框架。架构定义了一个开发方法,其目的是协助客户开发工程。 关键词:J2EE 框架WEB开发 一、引言 软件工具包用来进行复杂的空间动态系统的非线性分析越来越多地使用基于Web的网络平台,以实现他们的用户界面,科学分析,分布仿真结果和科学家之间的信息交流。对于许多应用系统基于Web访问的非线性分析模拟软件成为一个重要组成部分。网络硬件和软件方面的密集技术变革[1]提供了比过去更多的自由选择机会[2]。因此,WEB平台的合理选择和发展对整个地区的非线性分析及其众多的应用程序具有越来越重要的意义。现阶段的WEB发展的特点是出现了大量的开源框架。框架将Web开发提到一个更高的水平,使基本功能的重复使用成为可能和从而提高了开发的生产力。 在某些情况下,开源框架没有提供常见问题的一个解决方案。出于这个原因,开发在开源框架的基础上建立自己的工程发展框架。本文旨在描述是一个基于Java的框架,该框架利用了开源框架并有助于开发基于Web的应用。通过分析现有的开源框架,本文提出了新的架构,基本环境及他们用来提高和利用其他一些框架的相关技术。架构定义了自己开发方法,其目的是协助客户开发和事例工程。 应用程序设计应该关注在工程中的重复利用。即使有独特的功能要求,也

专业英语(信管)教学大纲

《专业英语》课程教学大纲 课程代码:040642703 课程英文名称:Professional English 课程总学时:32 讲课:32 实验:0 上机:0 适用专业:信息管理与信息系统 大纲编写(修订)时间:2017.06 一、大纲使用说明 (一)课程的地位及教学目标 本课程是一门职业基础课,其主要任务是通过本课程的学习,使学生应掌握信息管理与信息系统的专业英语词汇,能读懂英文的专业资料并能达到一般专业知识的英汉互译水平,将学生培养成为复合型人才,为他们今后走上工作岗位从事实际工作打下必要基础。 通过本课程的学习,学生将达到以下要求: 1、掌握基本的信息管理与信息系统专业领域英语词汇; 2、能阅读英文的专业资料; 3、有一定的英汉互译水平。 (二)知识、能力及技能方面的基本要求 1.基本知识:掌握初级的商务英语表达能力,了解信息管理与信息系统专业的常见名词,能够对其进行英汉互译。词汇量要求为200个。 2.基本理论和方法:复习巩固基础英语中所学的语法知识。能用所学词汇和语法知识正确理解与课文难度相仿的文章,能初步掌握英译汉的基本方法和技巧,能借助词典将与专业有关的英文资料译成汉语,基本通顺。能听懂句子结构简单、语言材料熟悉的句子,能用英语进行简单的日常会话并能回答教师提出的简单问题,能组成意思完整的简单句子。 3.基本技能:掌握信息管理与信息系统专业的常见的听书读写的能力。 (三)实施说明 1.教学方法:课堂讲授中要重点对基本语法和生僻词句进行讲解;采用启发式教学,培养学生思考问题、分析问题和解决问题的能力;引导和鼓励学生通过实践和自学获取知识,培养学生的自学能力;开展讨论课,调动学生学习的主观能动性;注意培养学生提高利用标准、规范及手册等技术资料的能力。讲课要联系实际并注重培养学生的创新能力。 2.教学手段:本课程属于技术基础课,在教学中采用电子教案、CAI课件及多媒体教学系统等先进教学手段,以确保在有限的学时内,全面、高质量地完成课程教学任务。 (四)对先修课的要求 本课程的教学必须在完成先修课程之后进行。本课程主要的先修课程有电子商务、市场营销学、管理学。 (五)对习题课、实践环节的要求 1.对重点、难点章节(如:The Internet Marketing 、Foundations of Electronic Commerce)应安排讨论课,启发学生思维。 2.课后作业要少而精,内容要多样化,作业题内容包括基本词汇的书写,长难句的练习,以及常见专业相关知识的英汉互译。对作业中的重点、难点,课上应做必要的提示,并适当安排课内讲评作业。学生必须独立、按时完成课外习题和作业,作业的完成情况应作为评定课程成绩的一部分。 3.安排大作业,大作业成绩作为平时成绩的一部分。

相关文档
相关文档 最新文档