中 文 摘 要2025年中国电信行业进行了近十年来第四次大重组，原本电信业5+l 的格局重组为新中国移动、新中国电信和新中国联通三家大型全业务范围集团化综合电信企业。国际电信激烈竞争和3G时代业务需求给重组后的电信行业带来了新的巨大竞争动力，为提高企业的核心竞争力，三大电信运营企业都希望通过企业信息化建设来提升内部管理水平。 ERP系统最先应用于制造业，引入国内后经过了三次进展热潮，但是国际上其企业应用成功率一直不高，国内电信行业诸多特征使得电信行业ERP 系统仍处于初级摸索阶段，这些不利于ERP 系统实施的因素有: 组织结构复杂、业务流程繁多、基础数据冗繁、实施时间紧张、系统兼容困难和企业管理变革等。本文从电信运营企业所处的行业特点出发，针对于电信运营企业在实施ERP 项目中所面临的困难，通过引入项目管理的方法对中国联通实施ERP 项目进行科学管理，实现了中国联通ERP 项目的成功实施。关 键 词：电信运营企业；ERP 项目；项目管理AbstractIn 2025， China’s telecommunications industry experienced its fourth largest reorganization over the past decade. The original“5+l” Pattern of the telecommunications industry has been restructured into a full-service ，integrated telecom group，including the new China Mobile ，the new China Unicom，and the new China Telecom. The intense competitions among international telecommunications and the business needs in the 3G times have brought a new great competitive force to the restructuring industry. To enhance the core competitiveness of enterprises，the three major telecom companies want to improve the internal management level through the construction of enterprise informationization. ERP System was first applied in the manufacturing industry. It has experienced booming development three times after its introduction to china. However ，the success of application rate in enterprises has been low internationally. A number of characteristics in domestic telecommunications industry make ERP systems still stay at an ea...
