Navigating The Big Bang ERP Implementation Before and After

Implementing a major ERP system, such as Microsoft Dynamics 365 Finance and Operations, is a transformative journey for any organization. To ensure a successful deployment, strategic planning and a well-structured IT organization are crucial. In this article, we will discuss the optimal approach for structuring your IT team during the implementation of Dynamics 365 Finance and Operations and thereafter implementation, specifically focusing on breaking down internal and external resources, including independent consultants.

Embarking on a big bang approach for the implementation of a new ERP solution is a monumental undertaking that involves the simultaneous launch of interconnected modules while disabling the previous functionality of a legacy system. This bold strategy aims to swiftly transition the entire organization to the new system, creating a seamless and integrated operational environment. A key factor in the success of such an ambitious implementation is the establishment of a robust cross-departmental team. This team, comprising members from diverse functional areas, plays a pivotal role in ensuring a harmonious transition, aligning business processes, and fostering collaboration across the organization. Building a strong cross-departmental team is not only crucial in addressing unique challenges associated with each module but also in facilitating effective communication, change management, and user adoption. As the organization approaches the go-live event, the synergy within this team becomes the linchpin for a successful transition, laying the foundation for a cohesive and optimized ERP landscape.

What a High Functioning Team Looks Like

The following list details the players involved in what usually amounts to a smooth implementation of a tier 1 ERP system, each role has specific areas of strength that will all work together like a well-oiled machine, unfortunately it is very difficult to get high performers across the board, but nonetheless here are the key roles.

Project Management

When standing up a Project Management Office (PMO) during an ERP implementation, it is essential to carefully craft a position that balances accountability with a keen understanding of the complexities involved. The individual leading the PMO should be a unique blend of a stern taskmaster and a strategic advocate. This role requires someone who can hold all stakeholders accountable for their commitments while navigating the intricacies of the ERP implementation process.

This PMO leader should be unwavering in their commitment to the organization's best interests and resist the role of a puppet easily swayed by System Implementor (SI) suggestions. Their mandate is to drive the SI team with a relentless pursuit of integrity and transparency, ensuring that every decision aligns with the organization's goals. This steadfast approach is crucial in maintaining the highest standards of service and preventing any compromise on the organization's behalf.

The PMO leader should be a guardian of the organization, continually advocating for first-class treatment and delivering a level of service that aligns with the organization's expectations. This involves challenging the SI team, asking tough questions, and demanding excellence at every stage of the ERP implementation. By standing firm against any attempts to compromise on quality or transparency, the PMO leader becomes a linchpin in safeguarding the organization's interests and ensuring the ERP implementation unfolds with the utmost integrity.

Functional Leads

When assembling the project roster for functional team leads during an ERP implementation, selecting the right individuals is paramount to success. The ideal team members possess a track record of collaborating effectively with cross-departmental resources, showcasing a capacity for seamless integration and holistic understanding of the organization's operations. A big-picture perspective is crucial, as these individuals should comprehend how the organization generates revenue, reduces costs, and sustains overall business functions.

Moreover, functional team leads should exhibit a unique skill set that extends beyond their specific departmental focus. They must have the ability to envision changes in processes that contribute to the greater good of the organization, even if it involves challenging the status quo. A willingness to offer concessions and adapt how their teams manage their areas of operations is a hallmark of a collaborative and forward-thinking team player. The success of an ERP implementation hinges on the synergy within functional teams, making these attributes essential for individuals who not only navigate change effectively but also actively contribute to the optimization of organizational processes for long-term success.

Technical Leads

Selecting the right individuals for technical lead roles in an ERP implementation is critical for the success of the project. Technical leads, in the techno-functional vein, serve as the linchpin between the technical intricacies of the system and the practical functionalities required by end-users. It is essential to find individuals with a keen ear for both technical challenges and user experiences, as the success of the ERP system hinges on a seamless integration of these aspects. A symbiotic relationship between technical leads and their associated functional leads is imperative, requiring constant feedback to ensure that solutions proposed by the System Implementor (SI) align with both technical feasibility and end-user needs.

Moreover, the technical leads play a pivotal role in keeping the Project Management Office (PMO) updated on their involvement and interactions or lack thereof with the SI. This vigilance is crucial as an unchecked SI will habitually gravitate towards delivering solutions based on their familiarity rather than what is in the best interest of the client or organization. Technical leads act as guardians of integrity in this regard, providing a critical check and balance to ensure that the proposed technical solutions align with the overarching goals of the ERP implementation while minimizing technical debt. By fostering open communication and diligently updating the PMO, technical leads contribute significantly to the project's success and the long-term effectiveness of the implemented ERP system.

Independent Consultants

Protecting the organization's interests in the ever-changing ERP installation landscape is made possible in large part by the advent of independent consultants. These unbiased contributors offer an unbiased viewpoint, and their only concern is the success of the organization. Their main duty is to intercept and occasionally challenge System Implementor (SI) solutions. By taking a proactive approach, SI teams can identify possible hidden objectives and avoid scenarios in which they could use fancy language to incite blind trust without any real justification.

Independent consultants serve as the stalwart guardians of accountability, ensuring that the SI adheres to its obligations and commitments. While carrying out strategic tasks, their most crucial function is to act as a safeguard or insurance policy against any nefarious behavior on the part of the SI. By maintaining an unbiased position, these consultants provide an extra layer of protection, actively questioning and validating the decisions made during the ERP implementation. In doing so, they play a pivotal role in upholding the integrity of the project, fostering transparency, and safeguarding the organization against any potential risks associated with the implementation process. Their role is not just advisory but essential in mitigating hidden risks, thereby contributing significantly to the success and reliability of the implemented ERP solution.

By addressing these risks head-on, organizations can strike a balance between providing necessary freedom to SI resources and safeguarding their interests during the Microsoft Dynamics 365 Finance and Operations implementation. This proactive approach ensures that information flow remains transparent, fostering a collaborative environment that aligns with the organization's goals.

Preparing for a major ERP implementation like Microsoft Dynamics 365 Finance and Operations, a well-structured IT organization is paramount. Breaking down internal and external resources strategically, considering interoperability, demographics of the user base, and optimizing user experience are key factors in achieving a seamless and successful implementation. By adopting this approach, organizations can navigate the complexities of ERP implementation with confidence, laying the foundation for enhanced operational efficiency and business growth.

Scope Wars: Keeping SI Promises in Check and Hidden Agendas Unveiled

While collaboration with System Implementor (SI) resources is crucial for a successful Microsoft Dynamics 365 Finance and Operations implementation, it's essential to recognize and mitigate potential risks associated with leaving them unattended with users. Unmonitored interactions between SI consultants and end-users can introduce a range of challenges, including the risk of hidden agendas and the potential for uncontrolled scope expansion.

One primary danger lies in the possibility of SI consultants making promises to end-users based on undisclosed motivations. SI teams, driven by a desire to secure additional business post-go-live, might overcommit to customization requests or promise features that extend beyond the agreed-upon project scope. This can lead to unrealistic expectations, scope creep, and ultimately impact the project timeline and budget. To counteract this, it is imperative to establish a strict communication protocol, emphasizing that all commitments and scope changes must be approved through the Project Management Office (PMO).

Another concern is the attempted sale of intellectual capital that extends beyond the project's boundaries and falls outside the purview of the PMO office. SI consultants may possess valuable insights, tools, relationships, or methodologies developed during the implementation, and if left unchecked, will be tempted to attempt to commercialize or leverage these assets for future projects without the organization's consent. To mitigate this risk, organizations should implement clear contractual agreements that stipulate the ownership of intellectual property and strictly control the dissemination of proprietary information. The PMO should actively monitor interactions and ensure that all exchanges align with the project's goals and adhere to established protocols.

In summary, proactive oversight and a robust governance structure are essential to safeguard against potential risks associated with unattended SI resources. By maintaining a transparent and controlled environment, organizations can ensure that the implementation stays aligned with its original objectives, preventing unauthorized commitments, and safeguarding intellectual capital from misuse or exploitation.

Private Detectives: Independent Consultants Unmasking SI Shenanigans

The strategic inclusion of independent ERP consultants plays a pivotal role in maintaining a balance of power and ensuring the integrity of the project. These consultants act as impartial observers, offering a non-biased perspective that serves as a valuable check and balance system, particularly when collaborating with System Implementor (SI) teams. Their primary objective is to safeguard the organization's interests, mitigating the risks associated with potential hidden agendas and ensuring that the SI team delivers on its commitments.

Independent ERP consultants bring a fresh and unbiased viewpoint to the table, free from any internal alliances or vested interests. This objectivity allows them to critically assess the decisions and actions of the SI team, ensuring that every step aligns with the project's goals and industry best practices. Their role extends beyond technical expertise; they act as strategic partners who champion transparency, accountability, and the overall success of the ERP implementation.

One crucial aspect where independent consultants excel is in scrutinizing the composition of the SI team. They have a keen eye for identifying whether the SI is bringing the right individuals with the right skillsets to the table. This scrutiny is vital in preventing shortcuts and ensuring that the implementation team is adequately equipped to handle the complexities of Microsoft Dynamics 365 Finance and Operations. Independent consultants act as a safeguard against the potential aftermath of shortcuts, which could manifest as poor quality, post-SI roll-off. By closely monitoring the process, these consultants contribute to the long-term sustainability and effectiveness of the ERP solution.

In essence, the strategic integration of independent ERP consultants acts as a proactive measure to maintain quality, transparency, and accountability throughout the implementation process. Their watchful eye not only keeps the SI's hidden agendas in check but also ensures that the organization is left with a robust ERP system that stands the test of time.

SI-ence Fiction: Pitfalls of Knowledge Transfer

The significance of training cannot be overstated, making it an indispensable component for the success of the project. It is imperative that all parties involved, including the project team, undergo thorough training on the new ERP system. The temptation to settle for System Implementor (SI)-provided training, often labeled as "knowledge transfer," must be resisted by project sponsors and budget keepers. Relying solely on SI-offered training can prove to be a costly compromise, as it often involves a minimalistic approach where trainers may share the bare minimum to secure an extension of their services.

To ensure a seamless transition and optimize the benefits of the new ERP system, organizations should proactively invest in comprehensive training programs. Ideally, this training should be initiated prior to or in parallel with the implementation process. By doing so, the project team gains a deeper understanding of the system's functionalities, facilitating a smoother integration and minimizing disruptions during the go-live phase.

Organizations should seek independent training resources that align with their specific needs. This approach guarantees a more exhaustive exploration of the ERP system, covering not only basic functionalities but also addressing unique organizational requirements. A well-trained project team, end-users, and stakeholders are pivotal to the successful adoption and utilization of the ERP system, ensuring that everyone is equipped to leverage its capabilities to the fullest extent. Investing in comprehensive training is a strategic imperative that pays dividends in terms of improved efficiency, enhanced user satisfaction, and the overall success of the ERP implementation.

Beyond the Go-Live: Dancing in Decentralized Delight

Once the Microsoft Dynamics 365 Finance and Operations system goes live, the journey towards an optimal team structure enters a critical phase. A decentralized approach, where full-time employee managers are aligned with specific modules that share complementary functionalities, proves to be a strategic choice. For instance, organizing teams around finance-related modules and supply chain-related modules recognizes the diverse user demographics and needs inherent in these distinct areas.

In this decentralized structure, each module is managed by a dedicated full-time employee who possesses a deep understanding of the intricacies and nuances of the respective functional area. This alignment not only fosters specialization but also ensures that the manager becomes a true expert, capable of addressing the unique challenges and aspirations of their user base. Finance and supply chain, being two pillars of many organizations, often have divergent requirements, and this modular alignment ensures that the non-IT needs and wants are addressed effectively.

This symbiotic relationship between IT capabilities and non-IT needs is a key strength of the decentralized structure. The full-time employee managers act as liaisons between the IT team, responsible for maintaining and enhancing the system, and the end-users who rely on the system to execute their daily tasks. This decentralized model not only fosters collaboration but also enables the internal analysts and developers to obtain valuable tribal knowledge about the organization's specific workflows and processes.

The acquisition of tribal knowledge becomes a catalyst for future endeavors. As internal team members accumulate insights into the organization's unique operations, they are better equipped to streamline future implementations and upgrades. This not only reduces the learning curve for internal teams but also significantly enhances the time-to-market when implementing trade secrets or proprietary processes that differentiate the organization from its competitors.

The decentralized team structure post go-live creates a harmonious synergy between IT capabilities and non-IT needs. It not only addresses the diverse requirements of different functional areas but also empowers internal teams with the knowledge and insights necessary for swift and effective future implementations, positioning the organization as an agile and competitive force in its industry.