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DiscussingaboutthesuccessfulfactorsofERPprojectsimplementationandtheriskmanagement.TheprimaryfunctionsofEnterpriseResourcePlanning(ERP)aretointegratetheinter-departmentaloperationproceduresandManagementInformationSystem(MIS)modules,andtoreallocatetheresourcesofacompany.HowtosuccessfullyimplementanERPsysteminanorganizationisalwaysahotresearchtopicforresearchersaswellasapendingproblemforanorganizationthatwantstoimplementit.AcasestudyontheselectionofsystemsuppliersandcontractnegotiationduringtheERPimplementationofalocalconstructioncompanyinTaiwan,afterreviewingthecommonkeysuccessfactorsdiscussedintheliterature,discussedsevenissues:codingsystem,workingprocessreengineering,priorityofERPfunctionalityimplementation,customization,participantroles,consultantroleandperformancelevelofsubcontractor,whichalsoaffectedtheimplementation.LessonslearnedfromthecasestudyindiscussedsevenissuesarevaluableforaconstructioncompanyindecidingtoimplementanERPsystem.ThisstudysuggeststhatadditionalcasestudiesarenecessaryforthesuccessfulapplicationofERPsystemsintheconstructionindustry.ERPimplementationisa'TriplePlay'thatcombinespeople,technology,andprocesses.Itembodiesacompleximplementationprocess,especiallyindevelopingcountrieslikeChina,oftentakingseveralyears,hugeamountoffundandinvolvingamajorbusinessprocessreengineeringexercise.AnattempthasbeenmadetoidentifysomeChinese-specificdifficultiesintheimplementationprocessandprovidesolutionstoimplementERPsystemsuccessfullythroughquestionnairesurvey,interviews,andsecondarydata.Onthebasisofanalysisofquestionnaireresults,somecommondifficultieshavebeenexploredbyauthors,suchassupportoftopmanagement,costlyandtime-consuming,culturaldifferences,technicalcomplexity,lackofprofessionalpersonnel,andinnerresistance.Thedifficultiesarelargelyduetothenatureofenterprise'sownershipandsize.Suggestedsolutionstoovercomethesedifficulties:ERPsoftwarepackagesselection,ERPimplementationteam,BPR,Training,andOutsourcing-ApplicationServiceProvider.ThesesolutionscaneffectivelysolveERPdifficulties.Actually,ERPiswidelyusedinmanyfields,frompublicsectorstoindividualbusiness.Recently,serviceorganizationshaveinvestedconsiderableresourcesintheimplementationofEnterpriseResourcePlanning(ERP)systems,evenusingsolutionsinitiallytargetedformanufacturingcompanies.TogetaninsightintohowservicesapproachhelpERPimplementation,areviewofERPprojects,especiallyinservices,completedbysixcasestudieshasbeenundertaken.Weidentifyanddiscusssomecharacteristicsofservices,whicharediscriminatoryregardingmanufacturing.Maincharacteristicsidentifieddealwithcompleteorpartialintegration,productorcustomerorientation,importanceoflabor,humanfactor.Inconclusion,trendstostandardizationandintegrationseenintheindustrialsectorarealsogrowinginservices,butindifferentways.Referstotheoverseassomeliteraturematerial,asuccessfulERPproject,oftenneedstospendseveralyeartimes,numberthousandsofUSdollarscancomplete.Againturnsheadlooksatthehome,alongwithERPskepticismsgainingground,pricewarstarting,ERPtookonekindofsoftwaresupplier'sproduct,hasactuallygoesdownthegodworldtendency.ERPleaderSAPalsopromotedBusinesstheOneproduct,thepricehasbeenlowerthan100,000.EveniftheERPsoftwarecanachievefree,orliketheIBMesteemaccordingtotheboundarywhichmustcollectfees,implementstheanglefromtheentireenterprise,considersthepersonnel,training,themaintenance,theservicereorganization,there-development,three,ndevelopment,itsexpenseshouldalsoinseveral1,000,000andevensurelythescale.Thisspeakingofthedomesticenterprise,alreadywasnotthesmallnumber.But,somemanyenterprisesharborthebeautifuldream,stepstheERPimplementationthedifficulttravel.Inwhichalsohasmanyprojectstobedefeatedcomestoanend.Butregardingthesefinalsurvivors,whethercanthehalberdbealsoputinstorage,drinkswinetosingloudly?Infact,theenterpriseimplementstheERPprojectafterthesuccesswillfaceimplementsabiggerrisk.Infuturefivetotenyearsin,somesolidERPriskmanagementmechanismhaddecidedwhethertheenterprisecanobtainbenefitstrulyintheinitialERPinvestment.Theprojectisforcompletesthedisposableendeavorwhichsomeuniqueproductortheservicestationdo,theprojectthedistinctivequalityhaddecidedtheprojectnotimpossiblewasbywiththebeforeidenticalway,simultaneously,theprojectwhichcompletedbyandthebeforeidenticalpersonmustcreatetheproductortheservice,aswellastheprojectpossiblyinvolvedthescope,thetimeandthecostallnotimpossiblestartedwhentheprojectcompletelytodetermine,therefore,carriedonintheprocessintheprojectalsocorrespondingtobeabletoappearthemassiveuncertainty,namelyprojectrisk.Belowthisarticlementionedtheriskisreferstotheprojectdisadvantageouslytheelementofcertainty.Existstotheprojectdisadvantageousriskinanyproject,oftenandcangivetheprojecttheadvancementandtheprojectsuccessbringsthenegativeinfluence.Oncetheriskoccurs,itsinfluenceisvarious,likecausestheprojectproduct/servicethefunctiontobeunabletosatisfythecustomertheneed,theprojectexpensesurpassesthebudget,theprojectplandraggingoriscompelledtocancelandsoon,itfinallymanifestsforcustomerdegreeofsatisfactiondepression.Therefore,the