{"id":102083,"date":"2023-08-15T00:00:00","date_gmt":"2023-08-15T04:00:00","guid":{"rendered":"https:\/\/sisn.com\/leading-microsoft-dynamics-erp-implementation-projects\/"},"modified":"2025-02-16T20:30:43","modified_gmt":"2025-02-17T01:30:43","slug":"thesis-qa-leading-microsoft-dynamics-erp-implementation-projects","status":"publish","type":"post","link":"https:\/\/sisn.com\/en-gb\/thesis-qa-leading-microsoft-dynamics-erp-implementation-projects\/","title":{"rendered":"THESIS Q&A: \u201cLeading Microsoft Dynamics ERP Implementation Projects\u201d"},"content":{"rendered":"\t\t
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Q&A Blog Categories<\/strong><\/span><\/p>

Supply Chain<\/span><\/strong><\/p>

Sheldon Bloom<\/a><\/p>

Change Management<\/span><\/strong><\/p>

Katrina Kostes<\/a><\/p>

Business Intelligence<\/span><\/strong><\/p>

Scott Graham<\/a><\/p>

Project Cost Management<\/span><\/strong><\/p>

Ravi Kannan<\/a><\/p>

Managed Services<\/span><\/strong><\/p>

Jed Hall<\/a><\/p>

Enterprise Asset Management<\/span><\/strong><\/p>

Jim Nelson<\/a><\/p>

ERP Implementation Projects<\/strong><\/span><\/p>

Dr. JT Gorrell<\/a><\/p>

Construction Finance<\/strong><\/span><\/p>

Chelsey Stevens<\/a><\/p>

ERP Project Managers<\/strong><\/span><\/p>

Matt Morey<\/a><\/p>

Construction ERP Pain Points<\/strong><\/span><\/p>

Dave Wolff-Pellingra<\/a><\/p>

Women in Construction and Why it Matters – to Everyone<\/strong><\/span><\/p>

Laurie Jiminez<\/a><\/p>

On-Premise, and Other Construction ERP Insights<\/strong><\/span><\/p>

Charles Rathmann<\/a><\/p>

Real Cost of Procession Union Payroll Manually<\/strong><\/span><\/p>

Luke Dudenhoeffer<\/a><\/p>

AI in construction<\/strong><\/span><\/p>

Ajoy Bhattacharya<\/a><\/p>

ERP User Adoption<\/strong><\/span><\/p>

Steven Mulka<\/a><\/p>

Construction ERP Visibility<\/strong><\/span><\/p>

Mark Egan<\/a><\/p>

Changes in Construction Technology<\/strong><\/span><\/p>

Steve Jones<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Author, Dr. JT Gorrell | SIS Senior Director, Services<\/span><\/strong><\/h2>\n

\"\"Interview by:  Sarah D. Morgan, SIS Senior Marketing & Brand Manager<\/span>
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This week I sit down with, Dr. JT Gorrell, SIS Director, Delivery Services, as part of his doctorate, published his thesis titled, \u201cLeading Microsoft Dynamics ERP Implementation Projects.\u201d The title of the book is clear in that the subject matter guides the reader through leadership and success factors of implementation projects including cultural impact. The book begins with ERP discussion overall and moves into Microsoft Dynamics specifically. Readers can click the link at the bottom of the discussion to purchase the book on Amazon.<\/p>\n

Q: <\/strong>JT, tell us how you got into Microsoft Dynamics? <\/strong><\/span><\/h2>\n

A: <\/strong><\/span>I joined Ford as a programmer and stumbled into the SAP market. I travelled around the world and did a lot of ABAP work. In 2008 when the market got ugly, no one was buying SAP, so I found an AX 2009 project in San Antonio with Infosys and led that project for 2.5 years. In 2012 I decided to make Microsoft work my focus. Microsoft teams were far more fun to work on and with where SAP was really too big when you think of teams of 750 people on one project.<\/p>\n

Q: <\/strong>About, \u201cLeading Microsoft Dynamics ERP Implementation Projects,\u201d what makes your book different than the many others written on project management?<\/strong><\/span><\/h2>\n

A: <\/strong><\/span>There are not any other books on Microsoft Dynamics written in this way which is more narrow and more focused into D365 ERP. This book was my Doctoral Thesis research. It\u2019s not about Project Management, it is about leading the implementation overall. So, there are really two main roles on the project. The Project Manager goes into the leadership of the project and the sponsor really focuses on an Executive Sponsor who is responsible for the overall success of the programme. It talks about what is important for you on your Microsoft ERP project, and ERP implementations in general. There are specifics on ERP and then starts to say specifically for Dynamics Projects, here are the success factors and here are the 5 or 7 things to think about as you set up your project.<\/p>\n

Q: <\/span><\/strong><\/span>You talk about problems with ERP implementations. One being inadequate planning. How is inadequate planning possible after months of RFP business analysis, scoping, design, workshopping between the client and the partner?<\/strong><\/span><\/h2>\n

A: <\/strong><\/span>That is one of the key parts of a successful implementation. The plan is very foundational. There are projects that fail that have a good plan and projects that succeed without a plan. The blind squirrel finds a nut theory. When we talk about a project plan, many times at the end of the day they are missing a key foundational piece. Either they are making up a methodology, approach, or didn\u2019t agree. Or they have a team and maybe have a roadmap or method, but the team hasn\u2019t bought into it, or the client team members don\u2019t understand their business and they churn. It doesn\u2019t matter how good the plan is if the team can\u2019t get on board, the plan is useless. They need to ask, what is my scope and method what is the culture of the client and the partner if your client is old school you\u2019re not coming in with Agile. The client must understand themselves \u2013 can they keep up and support the system. All of those have come together in a schedule and get you to an end.<\/p>\n

Q: <\/strong>When it comes to picking a methodology, some teach \u2018throw a dart and pick one just use it\u2019. Are some methodologies better than others when they have the same design, build, test, and deploy components?<\/strong><\/span><\/h2>\n

A: <\/strong><\/span>The client must understand their culture and the people they have on the project. If your team needs to have everything perfect \u2013 I\u2019s and Ts crossed etc. They are not going to be comfortable with Agile. If they don\u2019t want to write things down, then Waterfall is going to be frustrating. There is a hybrid approach \u2013 if you understand your team \u2013 your team must be able to work in that as well. I\u2019ve been on projects on the client side where they weren\u2019t ready to do Agile or Hybrid and I recommended we would be more successful with Waterfall. You must understand the team culture. In my research \u2013 95% of success doesn\u2019t come from project plan \u2013 it is the behaviour of the team. You can have the best of everything but if the team is not happy or comfortable their behaviour isn\u2019t comfortable. If the method is quirky, you have a 95% chance of succeeding. You must ask, what is going to help my team more comfortable and successful within their behaviour.<\/p>\n

Leadership needs to ask, why do we need a pm? Successful projects had the right PM. These decisions start at the top \u2013 where they must think about the behaviour of their team. If they shape that, they\u2019re going to be successful.<\/p>\n

Q: <\/strong>Insufficient training makes or breaks user adoption. Why isn\u2019t more money time and focus spent here? Is this lack of spend specifically on training a perception or a reality?<\/strong><\/span><\/h2>\n

A: <\/strong><\/span>Clients often don\u2019t understand the conversations we have when we go through the education process, or they assume that we have this other group, and they kick that can down the road. They think maybe user adoption is not just about training, it\u2019s about helping the end user with the new way of working tomorrow.<\/p>\n

People don\u2019t like change. People who run toward it are the successful ones. It\u2019s normal to have people fight that change. It\u2019s natural to have to avoid that conflict with change. It\u2019s not just about training, it\u2019s about Change Management. Sometimes, they will use the ERP implementation to reorganise their business. Those are the times when hyper care and stabilisation are going to be rough, and you must plan for that then. Companies make decisions for a lot of reasons we don\u2019t understand on the implementation side. It\u2019s our job to help them be successful because of their decisions. And we know how to make them successful and help them through the rough stages.<\/p>\n

Maybe it\u2019s they spend their implementation budget on hyper care and stabilisation. A function of cash flow or capital versus expense. Bottom line, we can support the decisions they make, and we can understand the impact of that decision while planning for it up front. There should never be a gotcha at the end where suddenly there is a training cost they didn\u2019t anticipate.<\/p>\n

Q: <\/strong>In your book you mention excessive customisation as a high risk. Do you have an opinion on a percentage of customisation that pushes it into a risk category. Should a company look at a different solution if they have a high need for customisations? Where do ISV products come into play here?<\/strong><\/span><\/h2>\n

A:  <\/strong>Usually the threshold is no more than 20% to 30% customisations \u2013 that is usually that standard. You also must consider what are the customisations. If they are label changes or adding fields, it\u2019s not as bad as reworking a module. For example, if you don\u2019t want to have to post a packing slip, you want to do it later, those things are small and are worth it. The whole reason companies are in business is because they are different than the other guy. You must look at the business and challenge them by asking, \u201cIs this what makes you different, or is it that someone wants something different because the current system does it this way?\u201d If at the end of the day that\u2019s what they want the total cost of ownership is at risk. Every customisation is at risk. Our job is to give them all the information to make a good decision.<\/span><\/span><\/p>\n

Q: <\/strong>Is it true a company with a Microsoft infrastructure is most likely going to choose a Dynamics ERP? Is this seamless integration storey still true?<\/strong><\/span><\/h2>\n

A: <\/strong><\/span>I think it is. 50% of the organisations out there want to be all Microsoft and it\u2019s around their internal IT support strategy and availability of resources on their side. But then there are the legacy companies who still must have SAP and Oracle and have the ability to integrate through Microsoft. Whatever the other CRM, ERP, or back office to Point of Sale is, Microsoft has already gone through and experienced that and now you can say the value of Dynamics is that you can easily integrate so you can make the best choice for your company. In the past CRM and Dynamics and Salesforce may not have worked together and that is not the case anymore, so those legacy companies can build the best of breed. Plus, the ISV pool is out there.<\/p>\n

Q: <\/strong>How will AI come into play for the monolithic aspect of Project Management for ERP. <\/strong><\/span><\/h2>\n

A: <\/strong><\/span>There are many great tools out there. One of my favourites is that you can build your status report and your Power Point decks by building out a framework in Word and pushing it through. It will create a Power Point for you. Those are some of the things that are right there in front of us today. As a PM, the ability for Microsoft\u2019s office tools to generate my status report immediately with very little touch is a game changer. Office 365 Word Online lets you save a Word doc as a Power Point. You just structure your Word document and it will create your status report, agendas, bullets, titles, the whole nine yards.<\/p>\n

Q: <\/strong>We talked about it above, I\u2019d like to completely clarify. Waterfall, agile, hybrid, or iterative. How much is the methodology choice cultural and resource availability concerned?<\/strong><\/span><\/h2>\n

A: <\/strong><\/span>100% cultural.<\/p>\n

Q: <\/strong>In your book you talk about users not realising at the beginning of a project the full amount of requirements they have and not getting the opportunity to readdress those later. How does this happen when user requirements are the holy grail so to speak?<\/strong><\/span><\/h2>\n

A: <\/strong><\/span>Some methodologies solve that more than others. The whole Agile purpose is to address that. Iterative expands on requirements. Even with Waterfall or a Hybrid, you need to make sure you have the right team members on the team. The team member in that conversation example really wasn\u2019t as engaged or informed in the process as they should have been.<\/p>\n

THESIS Statement: There are projects that fail that have a good plan and projects that succeed without a plan. The most important thing to understand is the behaviour of the team and managing their behaviour, set the methodology up, and make sure it supports good behaviour. Behaviour drives success more than anything else. And you need to ask, are they the right person? Just because they are on the bench doesn\u2019t mean they are the right person.<\/strong><\/span><\/h2>\n

Buy the book on Amazon:<\/span> <\/strong> “Leading Microsoft Dynamics ERP Implementation Projects,” as an eBook, hardcover, or softcover:<\/span><\/h2>\n

Amazon.com: Leading Microsoft Dynamics ERP Implementation Projects: SIS LLC: 9798866151714: Gorrell, Dr. JT: Books<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

Q&A Blog Categories Supply Chain Sheldon Bloom Change Management Katrina Kostes Business Intelligence Scott Graham Project Cost Management Ravi Kannan Managed Services Jed Hall Enterprise Asset Management Jim Nelson ERP Implementation Projects Dr. JT Gorrell Construction Finance Chelsey Stevens ERP Project Managers Matt Morey Construction ERP Pain Points Dave Wolff-Pellingra Women in Construction and Why…<\/p>\n","protected":false},"author":1,"featured_media":102084,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[380,388,390,389],"tags":[],"class_list":["post-102083","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-en-gb","category-industry-qa-en-gb","category-qa-en-gb","category-thesis-qa-en-gb"],"yoast_head":"\nTHESIS Q&A: \u201cLeading Microsoft Dynamics ERP Implementation Projects\u201d | Construction 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