随着全球化市场竞争的不断加剧以及金融危机和次贷危机持续影响,全球各大公司

及跨国集团大都面临着欧亿·体育（中国）有限公司利润的走薄和持续削减成本的局面,在这情况下,很多公司

为了降低运营成本,规避风险,将本组织的非核心业务逐步外包出去,像ERP系统实

施与运维管理等外包给专业咨询公司来负责。这些专业的咨询公司更加专注于技术与管

理,从而保证相关项目能够按计划有序开展,并按约定的质量如期完成甚至提前完成。

但不同的项目,有不同的事业环境因素,对项目的成功实施与及运维带来了诸多不确定

的因素,如何能确保项目成功,这也是当今管理界争相研究的热点和难点。

本文以ABC公司为背景,总结和梳理ABC公司ERP离岸外包项目运维管理现状,

分析当前公司存在的运维管理问题及其原因,探索并建立一套基于AGAP集成管理系统

的新模式,并对新的AGAP系统进行了深入探讨及验证,对离岸外包项目的运维管理运

用和改进提供了有效可行的系统工具。通过本篇文章的分析与研究,希望能对ABC公

司ERP离岸外包项目运维现状的改进发挥积极作用,同时也对同欧亿·体育（中国）有限公司的其它公司的项

目运维理应用与研究提供借鉴。

关键词:离岸外包;ERP;项目管理;AGAP

Abstract

With the continuing impact of the growing global market competition and the financial

crisis and the subprime mortgage crisis, the world's leading companies and multinational

corporations was mostly confronting the less industry profits and the sustained cost-cutting

situation, under this pressure, many companies begin to reduce operating costs,in order to

avoid risks, the non-core business of the organization was gradually outsourced, like the ERP

system implementation, operation and maintenance management,which was delegated to

external professional consulting firm. These professional consulting companies more focused

on technical and management capabilities, but also pay more attention to project management.

Therefore,ensuring the delivery of the project as planned and orderly conduct, to complete

the project based on the agreed quality in the previous schedule and even ahead of schedule.

However, different projects have different environmental factors, which bring a variety of

factors for the project implementation, operation and maintenance, which lead to uncertainty

to the success of the project. In order to complete the project successfully, which it has

become a hot and difficult question in management study today.

This article depends on the ABC company background, which summarize and comb

operation and maintenance of ERP offshore project management status in ABC company,

analyzed the exist problems and reasons in company operation and maintenance management,

to explore and establish a new model based on AGAP integrated management system, AGAP

as new system that was given a thorough discussion on the use of offshore projects and

improved operation and maintenance management, which provides an effective and feasible

system tools. Through analysis and research of this article, hoping to improve the current

status ERP offshore projects of ABC Company, but also for other companies with the same or

similar industry, it could be a studying example for reference.

Key Words: Offshore Outsourcing; ERP; Project Management; AGAP

目录

第1章绪论 1

1.1选题的背景和意义 1

1.2本文研究思路和方法
2

第2章相关理论综述
3

2.1 ERP、项目管理理论及概念
3

2.1.1项目管理理论 3

2.1.2 ERP理论及概念 4

2.2离岸外包理论 5

2.3 IT运维管理理论 6

第3章ABC公司ERP离岸外包项目运维管理模式
8

3.1 ABC公司概况简介 8

3.2 ABC公司ERP离岸外包项目运维管理的特点
10

3.3 ABC公司ERP离岸外包项目运维管理的模式分析
1*

第4章ABC公司ERP离岸外包项目运维管理中存在的问题分析 1*

4.1成本问题及原因分析
1*

4.1.1实际付出与客户确认成本不符
1*

4.1.2违反流程及流程不熟悉导致成本增加
16

4.1.3客户方违反流程致使公司成本上升
20

4.2交付质量问题及原因
20

4.2.1实际交付质量不能满足客户的期望
20

4.2.2因需求中间多次变更导致交付质量低下
22

4.2.3员工个人原因导致交付质量低
22

4.3交付时间问题及原因
23

4.3.1需求变更次数多及沟通的不畅通影响快速交付
23

4.3.2因员工个人原因导致交付时间延后
24

4.3.3流程不够完善 24

第5章离岸外包项目运维管理模式的改进策略研究
25

5.1运维服务流程的完善及标准化的建立
25

5.2离岸运维项目管理绩效考核创新及客户满意度评分标准的深化
27

5.3构建门户系统改进离岸外包项目的管理
29

5.3.1 AGAP系统实施的必要性和可行性研究
30

5.3.2 AGAP系统包括的主要功能点及侧重点
31

5.3.3 AGAP系统带来管理的规范和服务质量的提升测评
33

第6章改进策略实施前后的对比分析
35

6.1系统应用前后成本收益分析
35

6.2系统应用前后交付质量及时间的比较
35

6.2.1 AGAP系统应用前后交付质量的比较
36

6.2.2 AGAP系统应用前后交付时间的比较
36

6.3系统应用前后满意度的比较
38

6.4系统综合评价 39

第7章结束语 40

参考文献 42

iCif 44