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作为一家投资660多亿元的特大型钢铁建设项目,首钢京唐钢铁公司从工程项目建设期间就开始了ERP、MES等信息化系统的实施,该公司副总经理强伟认为要把信息化项目当成管理项目来做可以很好的规避风险,而应用系统的开发模式不论是标准化还是定制化都应以适用为原则,新建企业的ERP实施虽然不需要流程重组,但压力更大。CIO的责任不会在大型IT项目实施后减低,CIO永远面临挑战。
As a large iron and steel construction project with an investment of more than 66 billion yuan, Shougang Jingtang Iron and Steel Company started the implementation of ERP, MES and other information systems during the construction of the project. According to Qiang Wei, deputy general manager of the company, As a management project to do can be very good to avoid risks, and application of the system development model either standardization or customization should be applied to the principle of new enterprises, although the implementation of ERP does not require the reorganization of processes, but more pressure. CIO responsibility will not be reduced after the implementation of large-scale IT projects, CIO will always face the challenge.