Shulou(Shulou.com)06/02 Report--

Characteristics

The characteristics of group enterprises are as follows: first of all, related diversified or unrelated diversified industrial operation; secondly, the management level is complex, which is often a matrix management structure constructed according to the dimensions of region, function, customer, product and so on; finally, the corporate governance structure is complex, and the group headquarters controls subordinate enterprises in many forms, such as shareholding, holding, subsidiary, branch and so on. These characteristics determine the complexity of enterprise management and information construction. With the conflict of information management and control, the group headquarters hopes to strengthen the management and control of subordinate companies, and the descendant company hopes that the group headquarters had better leave it alone. No matter what and to what extent, the contradictions between the upper and lower levels are usually focused from the perspective of information technology.

ServiceHot experts believe that the main steps of enterprise informatization construction are as follows: IT planning although group enterprises face many challenges in informatization construction, in order to continuously enhance their competitive advantage, any group enterprise will regard informatization construction as a key project of the enterprise. Information collaboration inevitably requires the group to carry out planning from the overall situation. Look for the common requirements of informatization from the perspective of business operation and group management and control, and promote the construction of informatization. First of all, the group IT plan will be made based on the group's strategic objectives (will be done by a relatively large consulting firm), and the focus of the planning will be carried out around the positioning and control mode of the group headquarters. Subordinate enterprises will formulate their own plans and goals for information construction based on the group's IT planning. After IT planning, a single project is launched and implemented according to the schedule. The organizational structure of the personnel organization group enterprise determines the structure of the IT department under the group. Usually there will be a headquarters IT department, each subordinate company will have a network group, and then a single network administrator of a small branch. IT personnel usually play the roles of key IT users and system administrators in the implementation of the business system, and form a project team with business personnel, software vendors and consultants to technically check the quality of the project and ensure the successful implementation of the project. The project framework is an overall and simple description of the project, including but not limited to the following parts: project background, project objectives, project scope, application architecture, software and hardware foundation, personnel configuration, implementation strategy, use, and so on. Once the framework is set up, there will be no directional errors in filling it, and the risk of change will be more manageable. Software manufacturer

Software vendors provide software platforms, and implementers (usually software vendors themselves, large brands of software may be implemented by integrators) implement on the basis of products to build applications that meet the needs of users. The platform limits the upper limit of software capability, the product defines the business scope of the software, whether the application meets the needs of users, and determines the success of the project. The implementation of the software is very critical, which requires that the implementer should have a strong strength in staffing, and at the same time, the constraints on manufacturers also need to have detailed rules in the early contract negotiation, and things are not done consciously, but by purposeful management.

The group common system and the subordinate company personality system are the system led by the group and implemented with the cooperation of the subordinate companies. the main users are the employees of each business port across the profit center, or the system used by the whole staff. The task of subordinate companies is mainly to raise the demand. In other words, it is the business unit that leads and the IT department coordinates & assists. For the personality system of subordinate companies, IT department needs to complete more work, from type selection, supplier bidding, network transformation, to server procurement, project implementation, user training all need the participation of IT department. In the common system project, as the only IT staff among the members of Party An of the project, we need to pay attention to: user experience, infrastructure, user training. The personality system is led by subordinate companies and built by ourselves with reference to the suggestions of the group. the main users are employees of various business outlets under the land, or the system used by all staff. The construction of the personality system, the whole process needs to be led by the land IT department. The implementation of a project first requires the business department to put forward the requirements, and then the IT department puts forward the information solution according to the demand, and then selects the software platform, products and suppliers through demonstration, discussion and bidding, determines the implementation plan, participates in the implementation, project promotion, quality control, project management, etc., all need to be responsible for by the IT team. Demand research many enterprises will have such a misunderstanding when starting the project: business staff believe that in the early stage of the project, IT personnel are not required to participate in the demand research phase, and only matters related to IT, such as network transformation, user research, rights assignment, are the best time for IT personnel to move in. This misunderstanding stems from the error in the positioning of IT personnel in information work. In the ideal enterprise information model, IT should run through the business chain all the time, and support and serve the work of each business port, rather than a function parallel to the specific business department. Business learning IT personnel should not only be proficient in IT knowledge, but also should know the professional knowledge of each business port. Therefore, in the face of misunderstandings encountered by business personnel, the IT project manager and leadership, as part of the project team, should correctly guide project team members to locate IT personnel. At the end of the project, IT personnel should become business personnel who are proficient in information work, which is the expectation and orientation of enterprise information projects for IT personnel. At present, most of the information system projects, the project managers are business personnel, do not understand the information system construction project norms, including regular project meetings, communication standards, project stage delivery materials, project team member positioning, etc., are not very clear. So it's best to work closely together with business people and IT people. The work of the implementation of the information system is to realize the business requirements in the information system. On the other hand, the project team needs to transform the business language into the business requirements that Party A can understand, and then realize it through coding. In the long run, the construction of information system should pay attention to and emphasize the benefit of investment, especially the visible benefit and direct economic benefit. When doing a project, we should pay attention to what kind of improvement and how much benefit there will be before and after the project is launched. The analysis of project benefit supports the leader's decision and should be reflected in the project document. Existing problems

Lack of standardized project management methodology guidance (PMP,PRINCE2). Project team members are usually temporarily established, it is difficult to find personnel with IT project management experience, so there will be many detours in the project implementation process, leading to project delays and other problems.

Lack of preliminary business training. IT personnel usually do not understand the business at the beginning, but they usually do not organize business training and learning after the start of the project, so they have to acquire relevant knowledge through self-study. In fact, these should be completed before or before the start-up meeting.

Lack of reasonable information dissemination mechanism. If the newly established project team is part-time staff transferred from various departments, the information communication will not be smooth, there will be information inequality, or the transmission will be too slow. At the same time, if the project team excessively separates the business from IT, it believes that business people do not need to know the progress of IT work, and vice versa, resulting in more serious information inequality.

The intersection of functional modules between group systems. In multiple systems, there may be a lot of repetition of information, which is input by people separately, which increases the workload, increases the probability of error and reduces the work efficiency. Therefore, the data interface between systems is particularly important. For a system to exist robustly, it should not become an information island, but should consider exchanging data with other systems. This is difficult for business staff to think of, so it is necessary for IT personnel to put forward requirements to Party An on the data interface to avoid data redundancy between systems as far as possible.

The conflict between the group system and the existing system of the subsidiary company. In order to achieve better control, the group needs subordinate companies to unify the use of the group's system. Often at this time, subordinate companies have been on their own system, how to migrate data from the current system to the group system, as well as changes in the use habits of employees are the resistance to the implementation of the group system.

Enterprise informatization is not only a technical project, but also a human project. The implementation of the system is a management project, not just an IT project. The process of project implementation is inseparable from human participation, not only the project team, but also senior managers, middle managers, business personnel, IT personnel and other users. People need skillful communication, decision-making and judgment. Smooth communication at all levels, good working habits and stable knowledge accumulation are the only way to the success of enterprise information projects. The information system brings not only a set of software, but also a whole set of advanced management ideas. Only by deeply understanding, comprehensively digesting and absorbing the new management ideas, and combining with the actual situation of the property company, can we give full play to the benefits brought by the system.

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