Preparing for Successful Dynamics 365 Finance and Operations Implementation

Dear ERP Implementation Advisor,

I am the director of IT at a large, mature organization, and we have decided to start an ERP implementation project. We are committed to fostering an innovative spirit and believe in doing things better than our competitors. We employ a talented team of internal developers and technical resources, with a headcount of 5-10 FTEs, and do not see the value in long-term consulting or contractor partner relationships. As we begin the system implementer (SI) selection process, what are some key pitfalls to be cognizant of to ensure our project stays on track and achieves its goals inline with our culture?

Embarking on a large ERP implementation such as Dynamics 365 Finance and Operations is a monumental task for any organization. The goal is to streamline processes, improve efficiency, and drive growth. However, the journey is fraught with challenges that can lead to budget overruns, shifting deadlines, low morale, high turnover, and overall project failure. To mitigate these risks, we have observed the following key things that first-class organizations put in place that have consistently led to successful implementations.

Gatekeepers of Success: Involve Your Team in SI Oversight

First and foremost, do not give the "keys to the castle" to the system implementer (SI). While the SI brings expertise and resources to the project, it is crucial to demand transparency and due diligence in every functional and technical suggestion. 

Demanding and making sure that your full-time employees (FTEs) are involved early and often in a thorough review of the SI's recommendations accompanied with free and open healthy debates on what represents a technical fit. The internal team must understand and validate every aspect of the proposed solutions to ensure they align with your organization's needs and standards.

Watchdog Wisdom: Ensuring ERP Success with a Neutral Consultant

To further safeguard against potential pitfalls, procure an independent consultant to oversee the implementation, primarily performing the role of SI watchdog verifying they are acting with the right amount of integrity and purpose. This consultant acts as a neutral party, providing secondary opinions on the SI's recommendations and offsetting any hidden agendas. Essentially, they serve as an insurance policy, ensuring that decisions are made in the best interest of your organization and not just for the SI's benefit. Their oversight can identify potential issues early and recommend adjustments before they escalate into major problems.

No Free Rides: The Art of Interviewing SI Resources

Another critical step is to contractually demand the interviewing of all resources on the SI project roster, treating this process as rigorously as if you were hiring for your internal team. The goal is to identify and eliminate any resources that are merely occupying a seat for billing purposes or receiving on-the-job training at your expense. During the interview process, look for candidates who provide definitive, non-academic responses to your questions. 

Ensure the candidate can discuss real-world scenarios that highlight the complexities and capabilities of the target system. Additionally, assess whether the candidate exudes confidence in their accumulated experience and demonstrates the ability to collaborate effectively, fostering a sense of trust. By ensuring every resource has the necessary skills and experience, you increase the likelihood of assembling a competent and effective project team.

Hands-On Heroes: Empowering Your Developers in ERP Projects

Furthermore, it is crucial to contractually assign tangible work to be carried out by your internal development team. This approach ensures that your team is actively involved in the project, gaining the visibility and transparency necessary to fully take over when the SI resources phase out. Developers learn best by doing, and there is no greater excitement for them than seeing their own creations, regardless of complexity, come to life and drive efficiencies. By having your internal team actively participate in the development process, you cultivate their expertise and reduce dependency on the SI, fostering a sense of ownership and deep commitment to the project's success.

Skip the "Watered-Down" Crash Course: Real Training for Real Results

Proper training is another cornerstone of a successful implementation. Be prepared to procure legitimate and official training for your FTE subject matter experts and internal technical teams. Do not rely on the bare minimum knowledge transfer and/or training provided by the SI, as it is not in their best interest to provide quality in this area as it merely expedites their exit from the project, and thus less billable hours.

Investing in comprehensive training ensures that your team is well-equipped to manage and optimize the new system, leading to a smoother transition and better long-term outcomes.

Turn Chaos to Control: The Art of ERP Implementation

To achieve a successful ERP implementation, it's crucial to recognize the substantial difference between staff augmentation and blindly trusting an external party to dictate decisions for your organization. Maintaining control, insisting on transparency, actively involving your internal team, and investing in thorough training are paramount. Failure to do so can lead to the system implementer (SI) going rogue, making changes that do not benefit your organization, and ultimately causing budget overruns, missed deadlines, low morale, high turnover, and poorly managed project outcomes.

Executing a Dynamics 365 Finance and Operations implementation effectively demands meticulous planning, vigilant oversight, and active engagement from your internal team. Adhering to these principles can help you avoid the common pitfalls that lead to project chaos, ensuring a successful and sustainable ERP transformation for your organization.

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