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ERP applications catch on in China has gone through 20 years, people's understanding of the ERP is also experienced by the blind worship to rational treatment process. Recalling our MRP-II/ERP application and development process can be divided into three phases: Phase I: start-up period. This stage almost throughout the entire eighties, its main feature is based on the introduction of MRP-II, implementation and some application stage. Due to the constraints of a variety of disorders, the application of limited effect, is known as the \Second stage: the growth stage. This stage is roughly from 1990 to 1996, its main feature is MRPII / ERP application and promotion in China has achieved good results, from the practice negates the concept of the past, known as the \One off \The third stage: maturity. The period from 1997 to the beginning of this century the whole period, its main feature is the introduction of ERP and become a hero; extended range of applications from manufacturing to secondary and tertiary industries; and because of constant practice to explore, apply effects has also been significantly improved, and thus into the ERP application of the \With the gradual promotion of ERP applications, a variety of advanced ERP project implementation methodology into the application. Looking at the market, the various implementation methodology becomes separated from their cases outside, are the project management in the field of ERP extension. This paper focuses on the ERP project risk management carried out studies to analyze the generation mechanism of ERP project risk, prevention, control and management. The main contents can be logically divided into two parts - theoretical introduction (Chapter II) and case studies (Chapter III, Chapter IV). The first part - theoretical introduction, the application of ERP in China were summarized, obtained ERP project risk management process controls the importance and necessity. Then from the definition of risk theory, project management, risk control and risk ERP common perspective introduces academic ERP project risk management and risk understanding and awareness, to give the reader a preliminary concept, risk control and the ERP Management has a perceptual awareness. Part II - Case studies, starting from the specific cases described in detail in a specific ERP project on how to control the actual analysis. First introduced Shanghai Carrier Refrigeration Co., Ltd. (referred SCT) ERP implementation background, and implementation of the major risk factors. Then, based on the risk analysis, the SCT project risk control process is divided into risk management plans and specific risk management measures in two parts. Risk management plans is equivalent to the project framework document, which provides risk control process of the basic norms and standards. Risk management measures put this ERP project risk control process is divided into four parts: the establishment of project organization and risk management organization to analyze the potential risk projects, assess risk and develop risk management plans, and monitor and manage risk. Each step in the application process provided the method used, a variety of forms and statistics. The article also presents both risk management flow chart, you can see at a glance SCT was the whole process of risk management. Nations on the implementation of ERP project risk summary of the article, but an actual project starting describes the overall risk management and control processes related articles rarely, I believe that articles be firm-specific practices have a guiding role.
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