A well-known slogan is "number one project", which is enough to see the significance of number one enterprises in the project.

However, if many things in the project need to be decided by the top leader, the top leader is likely to become a "bottleneck" in the process of the project, and many tasks will not progress because of his time conflict.

Therefore, the understanding of the "number one project" can not be one-sided, too one-sided will go to the other extreme.

The project manager plays a connecting role in the project. To inherit the top managers of enterprises, we should fully understand their strategies for enterprise development, and completely convey the intentions of enterprise leaders and project committees to project executors. The project manager should have strong execution, and should not be a good guy who is a project manager or a "sponge pad". If many contradictions in the project are alleviated by the project manager, but cannot be fundamentally solved, it will leave ant colony for the collapse of the project.

"keyuser" comes from the business backbone and technical care of the enterprise and needs to be able to "speak and do".

The technical backbone participating in the project should have the ability to learn the daily maintenance and subsequent peripheral development of system applications. When building a project team, users should not only consider the stability of employees involved in the project, but also consider the learning ability and innovation ability of project team members.

The problem of external consultants is also a key risk, and it is also the most concerned and unavoidable problem for enterprises.

From the staff scale and the project scale of the consulting company, we can roughly investigate whether the cash flow of the consulting company is normal, and from the repeated contact with the sales, consultants and senior executives of the consulting company, we can feel whether the organization has a consistent vision. From the project management mode and knowledge management system of the consulting company, we can see whether the company pursues long-term development or short-term interests. When visiting model cases, invite relevant consultants to understand the stability of consultants. The personal investigation of consultants should pay attention to industry experience and project management experience, and should have smooth communication, clear thinking, organizational ability, execution and persuasion.

2. Risk from Process and Avoidance of Project Managers' Alliance In the process of project promotion, in order to reduce the risk of the project, the first thing is the popularization and infiltration of supply chain management ideas, and the reform is promoted on the basis of full understanding by management and executive. Change is a continuous process, it is not an overnight change. The driving force for change should have continuous support.

3. The risk comes from data. People who avoid the project managers' alliance often say two words, one is "three points for software, seven points for realization, and twelve points for data", and the other is "garbage (data) enters and garbage (data) exits", which is enough to see the importance of data to the project.

The summary of system data differences can be used as part of the weekly meeting of the company, which fully strengthens the understanding of department heads on data accuracy. Many enterprises even use rewards and punishments to ensure the accuracy of data collected by the system at the initial stage of system launch.

During the implementation of the project, the consultant should discuss the data format, coding rules and other specifications with the customer as soon as possible after the scheme is determined, help the customer to formulate the data collection template of static data, and regularly follow up the customer's collection process to ensure that it is completed as planned. Project manager alliance

4. Risk and Avoidance from Project Management As a project, the goal and scope of the project manager alliance should be clear first. However, the actual ERP project is often vague, and users and consultants often have luck here. On the one hand, they want to do more in a daze, and on the other hand, they want to do less in a daze. It will bring risks to the project.

All mainstream ERP manufacturers are tirelessly promoting their so-called implementation methodology, but ERP project managers who truly understand the essence of project management are still scarce resources in today's society. The project implementation method is not immutable. The project implementation method will be appropriately adjusted according to the project object (the scale of the user enterprise, the quality factors of the user project team members, etc.). ), project scope, project implementation cycle and consultant level. It can't be metaphysical, it can't be static. It is important to master the core elements of project management: scope, time, quality and cost.