Eight Best Practices for Planning Your Microsoft Dynamics ERP Project—And Staying Focused on the Big Picture

by Tim Hourigan, Microsoft Dynamics and IT Practice Lead, Armanino McKenna
published April 8, 2010

ERP implementation projects are invariably more complicated than executives expect. For that reason, it's easy to get bogged down in endless detail and decisions around the implementation process. It's essential to remain focused on the big picture. As you start to plan your new ERP implementation project, consider these Eight Best Practices for IT strategic planning.

1. Business Driven, IT Enabled

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About Tim Hourigan
Tim Hourigan, Microsoft Dynamics Practice Lead and IT Consulting Partner for Armanino Consulting, a division of Armanino McKenna LLP - has over twenty years of business and IT project management and systems integration consulting experience for high-growth companies in the Life Sciences, High-Tech, and Business Services industries. Prior to joining Armanino, Tim was a Consulting Partner at Accenture where he served as both a client partner and the CRM & Billing Capability Industry Domain Lead for North America. His background includes extensive IT strategy, business architecture design and software selection client work. Tim's ERP consulting expertise spans planning, implementation and business operations across Marketing/ Sales, CRM/ Order-to-Cash Revenue Management, and Finance/ Procurement Management. Tim is also a Microsoft certified implementer of multiple Dynamics modules. Armanino Consulting is the largest Microsoft Dynamics Partner for Dynamics AX, Dynamics GP and Dynamics CRM based in the San Francisco Bay Area. Armanino McKenna LLP is the largest CPA an

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Well written

On April 9th, 2010 rishijyoti said:

Liked your post. This is a great high level summary, however, you would agree that the real devil lies in executing the ideas presented here in.

Keep them coming!

Rishi

Very well written

On April 15th, 2010 dthikoll said:

Always worth repeating. Of course, the trick is to get universal buy-in that the new way is worth giving up "my way" and the tendency to drift back to mimicing it once the planning begins. We often see more enthusiasm about process improvement prior to beginning the real analysis and planning.

minivan