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Get the Most Out of Your Microsoft Dynamics Finance and Operations

In today’s connected world, continuous optimization of enterprise applications to realize your digital strategy is key. ​

  • Your Microsoft Dynamics 365 Finance & Operations systems are critical to supporting the organization’s business processes. They are expensive. Direct benefits and ROI can be hard to measure.
  • Microsoft Dynamics 365 Finance & Operations application portfolios are often behemoths to support. With complex integration points and unique business processes, stabilization is the norm.
  • Application optimization is essential to staying competitive and productive in today’s digital environment.

Our Advice

Critical Insight

Continuous assessment and optimization of your Microsoft Dynamics 365 Finance & Operations enterprise resource planning (ERP) is critical to the success of your organization.

Impact and Result

  • Build an ongoing optimization team to conduct application improvements.
  • Assess your Microsoft Dynamics 365 Finance & Operations application(s) and the environment in which they exist. Take a business first strategy to prioritize optimization efforts.
  • Validate Microsoft Dynamics 365 Finance & Operations capabilities, user satisfaction, processes, issues around data, integrations, and vendor management to build out an optimization strategy.
  • Pull this all together to develop a prioritized optimization roadmap.

Get the Most Out of Your Microsoft Dynamics Finance and Operations Research & Tools

1. Get the Most Out of Microsoft Dynamics 365 Finance and Operations Deck – What are the right processes and checkpoints to ensure our best chance of success?

In today’s connected world, the continuous optimization of enterprise applications to realize your digital strategy is key.

Too often organizations jump into selecting replacement systems without understanding the health of their systems. We can do better than this.

2. Get the Most Out of Microsoft Dynamics 365 Finance and Operations Workbook – Get all your findings recorded here.

Identify and prioritize your D365F&O optimization goals.


Workshop: Get the Most Out of Your Microsoft Dynamics Finance and Operations

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Define Your D365 F&O Application Vision

The Purpose

Define your Microsoft Dynamics 365 Finance and Operations application vision

Key Benefits Achieved

Set the foundation for optimizing Microsoft Dynamics 365 Finance and Operations by building a cross-functional team, aligning with organizational strategy, inventorying current system state, defining your timeframe, and exploring current costs.

Activities

Outputs

1.1

Identify stakeholders and build your optimization team.

  • D365 F&O optimization team
1.2

Build an ERP strategy model.

  • D365 F&O business model
1.3

Inventory current system state.

  • System inventory and data flow
1.4

Define optimization timeframe.

  • D365 F&O optimization goals and timeline
1.5

Understand Microsoft Dynamics 365 Finance & Operations costs.

  • Application and business capabilities list

Module 2: Map Current-State Capabilities 

The Purpose

Map current-state capabilities.

Key Benefits Achieved

Measure the state of your current D365 F&O system to understand where it is not performing well.

Activities

Outputs

2.1

Assess D365 F&O capabilities.

  • D365 F&O capability gap analysis
2.2

Review your satisfaction with the vendor/product and willingness for change.

  • D365 F&O user satisfaction (application portfolio assessment); D365 F&O SoftwareReviews survey results; D365 F&O current costs

Module 3: Assess D365 F&O

The Purpose

See where improvements are needed.

Key Benefits Achieved

Explore underperforming areas to:

  • Uncover where user satisfaction is lacking, and possible root causes.
  • Identify process and workflows that are creating issues for end users and identify improvement options.
  • Understand where data issues are occurring and explore how you can improve these.
  • Identify integration points and explore if there are any areas of improvement. 
  • Investigate your relationship with the vendor and product, including that relative to others.
  • Identify any areas for cost optimization (optional).

Activities

Outputs

3.1

Prioritize optimization opportunities.

  • Product and vendor satisfaction opportunities; Capability and feature optimization opportunities; Process optimization opportunities; Integration optimization opportunities; Data optimization opportunities; D365 F&O cost-saving opportunities;
3.2

3.2 Discover optimization initiatives.

Module 4: Build the Optimization Roadmap 

The Purpose

Knowing where to go next.

Key Benefits Achieved

Understanding where you need to improve is the first step, now understand where to focus your optimization efforts, build out next steps and put a timeframe in place.

Activities

Outputs

4.1

Build your optimization roadmap.

  • D365 F&O optimization roadmap

get-the-most-out-of-your-MS-dynamics-finance-and-operations

Get the Most Out of Your Microsoft Dynamics Finance and Operations

In today's connected world, the continuous optimization of enterprise applications to realize your digital strategy is key.


EXECUTIVE BRIEF

Analyst Perspective

Focus optimization on organizational value delivery.

Enterprise resource planning (ERP) is a core tool that a business leverages to accomplish its goals. An ERP that is doing its job well is invisible to the business. The challenges come when the tool is no longer invisible; it has become a source of friction in the functioning of the business.

Microsoft Dynamics 365 Finance &Operations (D365F&O) is expensive, benefits can be difficult to quantify, and optimization can be difficult to navigate. Over time technology evolves, organizational goals change, and the health of these systems is often not monitored. This is complicated in today's digital landscape with multiple integration points, siloed data, and competing priorities.

Too often organizations jump into selecting replacement systems without understanding the health of their systems. We can do better than this.

IT leaders need to take a proactive approach to continually monitor and optimize their enterprise applications. Strategically realign business goals, identify business application capabilities, complete a process assessment, evaluate user satisfaction, measure module satisfaction, and improve vendor relations to create an optimization plan that will drive a cohesive technology strategy that delivers results.

This is a picture of Ricardo de Oliveira

Ricardo de Oliveira
Research Director, Enterprise Applications
Info-Tech Research Group

Executive Summary

Your Challenge

Your D365F&O often involves large capital outlay, unquantified benefits, and high risk of failure.

ERP application portfolios are often messy, with multiple integration points and a failure to maintain end-user training. User dissatisfaction is common.

Application optimization is essential to staying competitive and productive in today's digital environment.

Common Obstacles

Balancing optimization with stabilization is one of the most difficult decisions for D365F&O application leaders.

Competing priorities and often unclear enterprise application strategies make it difficult to make decisions about what, how, and when to optimize.

Enterprise applications involve large numbers of processes, users, and evolving vendor roadmaps.

Teams do not have a framework to illustrate, communicate, and justify the optimization effort in a language your stakeholders understand.

Info-Tech's Approach

Today it is imperative to evaluate your applications for optimization and to look for opportunities to capitalize on rapidly expanding technologies, integrated data, and employee solutions that meet the needs of your organization.

Assess your D365F&O applications and the environment in which they exist. Take a business-first strategy to prioritize optimization efforts.

Validate capabilities, user satisfaction, and issues around data, vendor management, and costs to build out an overall roadmap and optimization strategy.

Pull this all together to prioritize optimization efforts and develop a concrete roadmap.

Info-Tech Insight

Microsoft is investing in "Solutions that fit you. Not the other way around." Companies can choose one or multiple Dynamics 365 applications, which are made to work together and with existing systems. Understand your product(s), processes, user satisfaction, integration points, and the availability of data to business decision makers. Examine these areas to develop a personalized D365F&O optimization roadmap that fits the needs of your organization. Incorporate these methodologies into an ongoing optimization strategy aimed at enabling the business, increasing productivity, and reducing costs.

This is a picture Info-Tech's Get the most out of your ERP thoughtmap

Insight summary

Continuous assessment and optimization of your D365F&O ERP is critical to the success of your organization.

  • Applications and the environments in which they live are constantly evolving.
  • This blueprint provides business and application managers with a method to complete a health assessment of their D365F&O systems to identify areas for improvement and optimization.
  • Put optimization practices into effect by:
    • Aligning and prioritizing key business and technology drivers.
    • Identifying ERP process classification and performing a gap analysis.
    • Measuring user satisfaction across key departments.
    • Evaluating vendor relations.
    • Understanding how data plays into the mix.
    • Pulling it all together into an optimization roadmap.

D365F&O enterprise resource planning (ERP) facilitates the flow of information across business units. It allows for the seamless integration of data across financial and people systems to create a holistic view of the enterprise to support decision making.

In many organizations, D365F&O is considered the core people system and is becoming more widely adopted for finance and a full ERP system.

ERP systems are considered the lifeblood of organizations. Problems with this key operational system will have a dramatic impact on the ability of the enterprise to survive and grow.

ERP implementation should not be a one-and-done exercise. There needs to be ongoing optimization to enable business processes and optimal organizational results.

Microsoft Dynamics 365 F&O ERP

Microsoft Dynamics 365 Finance and Operations

  • Finance
  • Human Resources
  • Supply Chain
  • Project Operations

D365F&O has many modules that work together to facilitate the flow of information across the business. D365F&O's unique data platform allows for seamless integration of systems and creates a holistic view of the enterprise to support decision making.

An ERP system:

  • Automates processes, reducing the amount of manual, routine work.
  • Integrates with core modules, eliminating the fragmentation of systems.
  • Centralizes information for reporting from multiple parts of the value chain to a single point.

Fast facts

This is the Microsoft Logo

Product description

  • D365F&O offers Finance, HR, Supply Chain, and Project Operations applications. It aims to maximize financial visibility and profitability, create a workplace where people and business thrive, and connect your project-centric business in one application.
  • D365F&O gets more value from its data with Common Data Model, a unified data model that allows you to share data and its meaning more easily across applications and business processes.
  • Microsoft is investing in "Solutions that fit you. Not the other way around." Companies can choose one, some, or all Dynamics 365 applications, which are made to work together — and with existing systems — for a comprehensive solution.

Evolution of MS Dynamics ERP

This image shows the progression of evolution of MD dynamics ERP Employees 221,000
Headquarters Redmond, WA
Website microsoft.com
Founded 1975
Presence Global, Publicly Traded

Vendor description

  • Microsoft was founded in 1975 by Bill Gates and Paul Allen.
  • Microsoft Dynamics is largely made up of products developed by companies that Microsoft acquired. Dynamics 365 Finance and Operations is an evolution of Dynamics AX (formerly Axapta).
  • Dynamics 365 (cloud) family is growing at a fast pace.
  • Microsoft is publicly traded (1986); Nasdaq: MSFT.

Dynamics 365 Business Central

Product Description

  • Business Central is a business management solution for small and mid-sized organizations that automates and streamlines business processes and helps you manage your business.
  • Highly adaptable and rich with features, Business Central enables companies to manage their business, including finance, manufacturing, sales, shipping, project management, services, and more.
  • Companies can easily add functionality that is relevant to the region of operation, and that is customized to support even highly specialized industries.
  • Business Central is fast to implement, easy to configure, and simplicity guides innovations in product design, development, implementation, and usability.

Source: Microsoft, 2023, January 16

Evolution of MS 365 Business Central

This image shows the progression of evolution of ms-365 business central

Source: Wikipedia, 2022

Microsoft Dynamics 365 F&O by the numbers

A circle graph, showing 80% A circle graph, showing 57% A circle graph, showing 36%

80% of clients would likely recommend. 78% of clients were satisfied that the cost is fair relative to value, and 90% plan to renew.

Every month over 500,000 companies, including 57% of the Fortune 500, use Dynamics 365. More than 4,500 organizations are using Dynamics 365 ERP to manage their operations successfully.

Dynamics products and cloud services revenue increased 19% (up 24% in constant currency) driven by Dynamics 365 revenue growth of 31% (up 36% in constant currency).

Source: SoftwareReviews, 2022

Source: Microsoft, 2022, January 20

Source: Microsoft Investor Relations, July 2022

Microsoft Dynamics 365 market momentum

YoY revenue growth for Microsoft Dynamics is up, as well as the cloud growth of Dynamics 365.

Microsoft Dynamics Growth

A bar graph, showing dynamics 365 compared to all dynamics products.

Sources: Jordan Novet, 2020 and Microsoft, 2022, August 23

Info-Tech Insight

Microsoft is focused on maintaining this growth pattern. Recent years show constant growth of all Dynamics' products.

Microsoft Dynamics 365 F&O

Microsoft Dynamics helps you optimize your financials and operations to drive growth and make real-time, data-driven decisions at global scale — all with an intelligent, modern business application.

With a steady rate of growth, Microsoft Dynamics maintained the first/second position in market share for many years.

Company Name Market Share
SAP 8.10%
Microsoft 7.20%
Oracle 5.60%
Salesforce 3.50%
IBM 2.50%
Adobe 3.00%
FIS Global 2.10%
Dassault Sys 1.70%
Finserv 1.50%
Intuit 1.40%
Autodesk 0.90%
Other 62.70%

Enterprise Applications Market Share (in %)

A pie chart, showing the data found in the above table (company name and market share).

Source: Info Clutch

Microsoft Dynamics 365 F&O challenges and dissatisfaction

Drivers of dissatisfaction

Technology Data People and teams Organizational
  • Integration issues
  • Selecting tools & technology
  • Keeping pace with technology changes
  • Update challenges
  • Access to data
  • Data hygiene
  • Data literacy
  • One view of the customer
  • Knowledgeable staff/turnover
  • Lack of internal skills
  • Ability to manage new products
  • Lack of training
  • Competing priorities
  • Lack of strategy
  • Budget challenges

Info-Tech Insight

While technology is the key enabler of building strong customer experiences, there are many other drivers of dissatisfaction. IT must stand shoulder-to-shoulder with the business to develop a technology framework for ERP.

Finance, IT, Sales, and other users of the ERP system can only optimize ERP with the full support of each other. The cooperation of the departments is crucial when trying to improve ERP technology capabilities and customer interaction.

Where are applications leaders focusing?

Big growth numbers

Year-over-year call topic requests

A bar graph showing the big growth numbers

Info-Tech case data, 2022; N=3,293

We are seeing Applications leaders' priorities change year over year, driven by a shift in their approach to problem solving. Leaders are moving from a process-centric approach to a collaborative approach that breaks down boundaries and brings teams together.

Other changes

Year-over-year call topic requests

A bar graph showing other changes

Info-Tech case data, 2022; N=3,293

Software development lifecycle topics are tactical point solutions. Organizations have been "shifting left" to tackle the strategic issues such as product vision and Agile mindset to optimize the whole organization.

Application optimization is risky without a plan

Avoid these common pitfalls:

  • Not considering how this pays into the short-, medium-, and long-term ERP strategy.
  • Not considering application optimization as a business and IT partnership, which requires the continuous formal engagement of all participants.
  • Not having a good understanding of your current state, including integration points and data.
  • Not adequately accommodating feedback and changes after digital applications are deployed and employed.
  • Not treating digital applications as a motivator for potential future IT optimization efforts and incorporating digital assets in strategic business planning.
  • Not involving department leads, management, and other subject-matter experts to facilitate the organizational change digital applications bring.
  • "A successful application optimization strategy starts with the business need in mind, and not from a technological point of view. No matter from which angle you look at it, modernizing a legacy application is a considerable undertaking that can't be taken lightly. Your best approach is to begin the journey with baby steps."

– Norelus, Pamidala, and Senti, 2020

Info-Tech's methodology for getting the most out of your ERP

1. Map Current-State Capabilities 2. Assess Your Current State 3. Identify Key Optimization Areas 4. Build Your Optimization Roadmap

Phase Steps

  1. Identify stakeholders and build your D365F&O optimization team
  2. Build an ERP strategy model
  3. Inventory current system state
  4. Define business capabilities
  1. Conduct a gap analysis for ERP Processes
  2. Assess user satisfaction
  3. Review your satisfaction with the vendor and product
  1. Identify key optimization areas
  2. Evaluate product sustainability over the short, medium, and long term
  3. Identify any product changes anticipated over short, medium, and long term
  1. Prioritize optimization opportunities
  2. Identify key optimization areas
  3. Compile optimization assessment results

Phase Outcomes

  1. Stakeholder map
  2. D365F&O optimization team
  3. D365F&O business model
  4. Strategy alignment
  5. Systems inventory and diagram
  6. Business capabilities map
  7. Key D365F&O processes list
  1. Gap analysis for D365F&O-related processes
  2. Understanding of user satisfaction across applications and processes
  3. Insight into D365F&O data quality
  4. Quantified satisfaction with the vendor and product
  5. Understanding D365F&O costs
  1. List of D365F&O optimization opportunities
  1. D365F&O optimization roadmap

Blueprint deliverables

Each step of this blueprint is accompanied by supporting deliverables to help you accomplish your goals:

Get the Most Out of Your MS Dynamics 365 F&O Workbook

Identify and prioritize your D365F&O optimization goals.

Get the Most Out of Your MS Dynamics 365 F&O Workbook

Application Portfolio Assessment

Assess IT-enabled user satisfaction across your D365F&O portfolio.

Application Portfolio Assessment

Key deliverable:

MS Dynamics 365 F&O Optimization Roadmap 1

MS Dynamics 365 F&O Optimization Roadmap

complete an assessment of processes, user satisfaction, data quality, and vendor management.

MS Dynamics 365 F&O Optimization Roadmap 2

Case Study

Buy online, return in-store, and leverage Click & Collect

INDUSTRY: Retailers

SOURCE: Microsoft, 2020

Challenge

Dr. Martens, the iconic British footwear brand, has more than 100 stores globally. With ambitious plans for retail and e-commerce, and tech-savvy, young customers, it had to reboot its customer experience — and replace all its legacy applications.

"It was recognized that we needed a major transformation project to replace all our legacy applications to give us the tools to be able to grow the business", says Jackie Reid, Program Lead for Project Reboot.

Solution

The company adopted Microsoft Dynamics 365 and the Power Platform. With Power BI, PowerPivot, and self-service, analysts get accurate reporting instantly for better business decisions. Dynamics 365 enables virtual warehouses and automated overnight store replenishment.

"Microsoft Dynamics 365 gives us a globally capable solution to be able to grow the business. And, with a turnover of £500 million, we now have the tools, the platform, and the capacity to grow our business threefold over the next 5 to 10 years. And we're very excited about that." – Jackie Reid, Program Lead for Project Reboot.

Results

  • Dr. Martens now has the tools and platform to grow revenues 3X over the next 5 to 10 years.
  • Helps teams meet business targets by getting the right products to the right stores in very short lead time.
  • Scales to support crucial peak sales periods including Black Friday and Cyber Monday.

Info-Tech offers various levels of support to best suit your needs

DIY Toolkit

"Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful."

Guided Implementation

"Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track."

Workshop

"We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place."

Consulting

"Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project."

Diagnostics and consistent frameworks used throughout all four options

Guided Implementation

What does a typical GI on this topic look like?

This is an image of the guided implementation plan for phases 1-4

A Guided Implementation (GI) is series of calls with an Info-Tech analyst to help implement our best practices in your organization.

A typical GI is between 8 to 12 calls over the course of 4 to 6 months.

Workshop Overview

Contact your account representative for more information.
workshops@infotech.com 1-888-670-8889

Day Day Day Day Day

Define Your MS Dynamics 365 F&O Application Vision

Map Current State

Assess MS Dynamics 365 F&O

Build Your Optimization Roadmap

Next Steps and
Wrap-Up (offsite)

Activities

1.1 Identify stakeholders and build your optimization team

1.2 Build an ERP strategy model

1.3 Inventory current system state

1.4 Define optimization timeframe

1.5 Understand D365F&O costs

2.1 Assess D365F&O capabilities

2.2 Review your satisfaction with the vendor/product and willingness for change

3.1 Prioritize optimization opportunities

3.2 Discover optimization initiatives

4.1 Build your optimization roadmap

5.1 Complete in-progress deliverables from previous four days

5.2 Set up review time for workshop deliverables and to discuss next steps

Deliverables

  1. D365F&O optimization team
  2. D365F&O business model
  3. D365F&O optimization goals
  4. System inventory and data flow
  5. Application and business capabilities list
  6. D365F&O optimization timeline
  1. D365F&O capability gap analysis
  2. D365F&O user satisfaction (application portfolio assessment)
  3. D365F&O SoftwareReviews survey results
  4. D365F&O current costs
  1. Product and vendor satisfaction opportunities
  2. Capability and feature optimization opportunities
  3. Process optimization opportunities
  4. Integration optimization opportunities
  5. Data optimization opportunities
  6. D365F&O cost-saving opportunities
  1. D365F&O optimization roadmap

Phase 1

Map Current-State Capabilities

Phase 1

Phase 2

Phase 3

Phase 4

1.1 Identify stakeholders and build your optimization team

1.2 Build an ERP strategy model

1.3 Inventory current system state

1.4 Define optimization timeframe

1.5 Understand D365F&O costs

2.1 Assess D365F&O capabilities

2.2 Review your satisfaction with the vendor/product and willingness for change

3.1 Prioritize optimization opportunities

3.2 Discover optimization initiatives

4.1 Build your optimization roadmap

This phase will guide you through the following activities:

  • Aligning your organizational goals
  • Gaining a firm understanding of your current state
  • Inventorying D365F&O and related applications
  • Confirming the organization's capabilities

This phase involves the following participants:

  • CFO
  • Department Leads – Finance, Procurement, Asset Management
  • Applications Director
  • Senior Business Analyst
  • Senior Developer
  • Procurement Analysts

Step 1.1

Identify Stakeholders and Build Your Optimization Team

Activities

1.1.1 Identify stakeholders critical to success

1.1.2 Map your D365F&O optimization stakeholders

1.1.3 Determine your D365F&O optimization team

Map Current-State Capabilities

This step will guide you through the following activities:

  • Identifying ERP drivers and objectives
  • Exploring ERP challenges and pain points
  • Discovering ERP benefits and opportunities
  • Aligning the ERP foundation with your corporate strategy

This step involves the following participants:

  • Stakeholders
  • Project sponsors and leaders
  • Outcomes of this step

  • Stakeholder map
  • D365F&O optimization team

ERP optimization stakeholders

Understand the roles necessary to get the most out of your MS Dynamics 365 F&O .

Understand the role of each player within your project structure. Look for listed participants on the activities slides to determine when each player should be involved.

Info-Tech Insight

Do not limit project input or participation. Include subject-matter experts and internal stakeholders at stages within the project. Such input can be solicited on a one-off basis as needed. This ensures you take a holistic approach to creating your ERP optimization strategy.

Title

Role within the project structure

Organizational Sponsor

  • Owns the project at the management/C-suite level
  • Responsible for breaking down barriers and ensuring alignment with your organizational strategy
  • CIO, CFO, COO, or similar

Project Manager

  • The IT individual(s) that oversee day-to-day project operations
  • Responsible for preparing and managing the project plan and monitoring the project team's progress
  • Applications Manager or other IT Manager, Business Analyst, Business Process Owner, or similar

Business Unit Leaders

  • Works alongside the IT Project Manager to ensure the strategy is aligned with business needs
  • In this case, likely to be a marketing, sales, or customer service lead
  • Sales Director, Marketing Director, Customer Care Director, or similar

Optimization Team

  • Comprised of individuals whose knowledge and skills are crucial to project success
  • Responsible for driving day-to-day activities, coordinating communication, and making process and design decisions; can assist with persona and scenario development for ERP
  • Project Manager, Business Lead, ERP Manager, Integration Manager, Application SMEs, Developers, Business Process Architects, and/or similar SMEs

Steering Committee

  • Comprised of the C-suite/management-level individuals that act as the project's decision makers
  • Responsible for validating goals and priorities, defining the project scope, enabling adequate resourcing, and managing change
  • Project Sponsor, Project Manager, Business Lead, CFO, Business Unit SMEs, or similar

1.1.1 Identify MS Dynamics 365 F&O optimization stakeholders

1 hour

Hold a meeting to identify the D365F&O optimization stakeholders.

Use the next slide as a guide.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

a table with the heading: ERP Optimization Stakeholders.

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Understand how to navigate the complex web of stakeholders in ERP

Identify which stakeholders to include and what their level of involvement should be during requirements elicitation based on relevant topic expertise.

Sponsor End user IT Business
Description An internal stakeholder who has final sign-off on the ERP project. Front-line users of the ERP technology. Back-end support staff who are tasked with project planning, execution, and eventual system maintenance. Additional stakeholders that will be impacted by any ERP technology changes.
Examples
  • CEO
  • CIO/CTO
  • COO
  • CFO
  • Warehouse personnel
  • Sales teams
  • HR admins
  • Applications manager
  • Vendor relationship manager(s)
  • Director, Procurement
  • VP, Marketing
  • Manager, HR
Value Executive buy-in and support is essential to the success of the project. Often, the sponsor controls funding and resource allocation. End users determine the success of the system through user adoption. If the end user does not adopt the system, the system is deemed useless and benefits realization is poor. IT is likely to be responsible for more in-depth requirements gathering. IT possesses critical knowledge about system compatibility, integration, and data. Involving business stakeholders in the requirements gathering will ensure alignment between HR and organizational objectives.

Large-scale ERP projects require the involvement of many stakeholders from all corners and levels of the organization including project sponsors, IT, end users, and business stakeholders. Consider the influence and interest of stakeholders in contributing to the requirements elicitation process and involve them accordingly.

EXAMPLE: Stakeholder involvement during selection

an example of stakeholder involvement during selection

Activity 1.1.2 Map your MS Dynamics 365 F&O optimization stakeholders

1 hour

  1. Use the list of D365F&O optimization stakeholders.
  2. Map each stakeholder on the quadrant based on their expected influence and involvement in the project.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is a screenshot of the following slide

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Map the organization's stakeholders

List of stakeholders

This is a graph displaying the information shown in the table to the left of the image
  • CEO
  • VP Corp Services
  • Director, Finance
  • Director, IT
  • Director, HR
  • VP, Distribution
  • VP, Retail
  • CEO, Retail
  • Director, Distribution
  • Director, Customer relations
  • Director, Retail
  • Manager, Finance reporting
  • Manager, Planning & Forecasting
  • Manager, AP & Procurement
  • Manager, IT Applications
  • Manager, IT Infrastructure
  • Manager, IT Architecture
  • Manager, HR
  • Frontline staff
  • IT Security Architect
  • Senior Director, Retail
  • Government regulatory agency

The MS D365F&O optimization team

Consider the core team functions when putting together the project team. Form a cross-functional team (i.e. across IT, Marketing, Sales, Service, and Operations) to create a well-aligned ERP optimization strategy.

Don't let your project team become too large when trying to include all relevant stakeholders. Carefully limiting the size of the project team will enable effective decision making while still including functional business units such as Human Resources, Operations, Manufacturing, Marketing, Sales, Service, Finance, and IT.

Required skills/knowledge Suggested project team members
Business
Department leads

Business process leads

Business analystsSubject matter experts
SMEs/Business process leads across all functional areas, for example, Strategy, Sales, Marketing, Customer Service, Finance, HR
IT
  • Application development
  • Enterprise integration
  • Business processes
  • Data management
  • Product owner
  • ERP application manager
  • Business process manager
  • Integration manager
  • Application developer
  • Data stewards
Other
  • Operations
  • Administrative
  • Change management
  • COO
  • CFO
  • Change management officer

1.1.3 Determine your MS Dynamics 365 F&O optimization team

1 hour

Have the project manager and other key stakeholders discuss and determine who will be involved in the D365F&O optimization project.

  1. The size of the team will depend on the initiative and size of your organization.
  2. Key business leaders in key areas and IT representatives should be involved.

Note: Depending on your initiative and size of your organization, the size of this team w ill vary.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

A table with title: ERP Optimization Team

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Step 1.2

Build an ERP Strategy Model

Activities

1.2.1 Explore organizational goals and business needs

1.2.2 Discover environmental factors and technology drivers

1.2.3 Consider potential barriers to achieving D365F&O optimization

1.2.4 Set the foundation for success

1.2.5 Discuss D365F&O strategy and develop your ERP optimization goals

Map Current-State Capabilities

This step will guide you through the following activities:

  • Identifying ERP drivers and objectives
  • Exploring ERP challenges and pain points
  • Discovering ERP benefits and opportunities
  • Aligning the ERP foundation with the corporate strategy

This step involves the following participants:

  • D365F&O Optimization Team

Outcomes of this step

  • ERP business model
  • Strategy alignment

Align your MS Dynamics 365 F&O strategy with the corporate strategy

Corporate Strategy; Unified ERP Strategy; IT Strategy.

Your corporate strategy:

  • Conveys the current state of the organization and the path it wants to take.
  • Identifies future goals and business aspirations.
  • Communicates the initiatives that are critical for getting the organization from its current state to the desired future state.
  • The ideal ERP strategy is aligned with overarching organizational business goals and broader IT initiatives.
  • All affected business units and departments should be included in these conversations.
  • The ERP optimization can be and should be linked, with metrics, to the corporate strategy and ultimate business objectives.

Your IT strategy:

  • Communicates the organization's budget and spending on ERP.
  • Identifies IT initiatives that will support the business and key ERP objectives.
  • Outlines staffing and resourcing for ERP initiatives.

ERP projects are more successful when the management team understands the strategic importance and the criticality of alignment. Time needs to be spent upfront aligning business strategies with ERP capabilities. Effective alignment between IT and the business should happen daily. Alignment doesn't just need to occur at the executive level but at each level of the organization.

ERP business model template

This is an image of the ERP Business Model Template

Conduct interviews to elicit the business context

Stakeholder interviews

  • Begin by conducting interviews of your executive team. Interview the following leaders:
  • Chief Information Officer
  • Chief Executive Officer
  • Chief Financial Officer
  • Chief Revenue Officer/Sales Leader
  • Chief Operating Officer/Supply Chain & Logistics Leader
  • Chief Technology Officer/Chief Product Officer

Interviews must uncover…

  • Your organization's mission and vision
  • Your organization's top business goals
  • Your organization's top business initiatives
  • The stakeholder's top goals and initiatives
  • Tools and systems needed to facilitate organizational and departmental goals

Understand the mission, vision, and goals of the organization and supporting departments

Business needs

Business drivers

Definition

A business need is a requirement associated with a particular business process.

Business drivers can be thought of as business-level goals. These are tangible benefits the business can measure such as customer retention, operation excellence, and financial performance.

Examples

  • Audit tracking
  • Authorization levels
  • Business rules
  • Data quality
  • Customer satisfaction
  • Branding
  • Time-to-resolution

Info-Tech Insight

One of the biggest drivers for ERP adoption is the ability to make quicker decisions from timely information. This driver is a result of external considerations. Many industries today are highly competitive, uncertain, and rapidly changing. To succeed under these pressures, there needs to be timely information and visibility into all components of the organization.

1.2.1 Explore organizational goals and business needs

60 minutes

Discuss organizational mission, vision, and goals. What are the top initiatives underway? Are you contracting, expanding, or innovating?

Discuss business needs to support organizational goals. What are identified goals and initiatives at the departmental level? What tools and resources within the D365F&O system will help make this successful?

Understand how the company is running today and what the organization's future will look like. Envision the future system state.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is an image of the ERP Strategy

Organizational goals

Business needs

  • Organization's mission and vision
  • Top business goals
  • Initiatives underway
  • Departmental goals
  • Business drivers
  • Key initiatives
  • Key capabilities to support the organization
  • Requirements to support the business capability and process

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

ERP business model

Organizational goals

Business needs

  • Organization's mission and vision
  • Top business goals (~3)
  • Initiatives underway
  • KPIs and metrics that are important to the organization in achieving its goals and objectives
  • Departmental goals
  • Key initiatives
  • Key capabilities to support the organization
  • Tools and systems required to support business capability or process
  • KPIs and metrics that are important to the department/stakeholder in achieving its goals and objectives

Understand the technology drivers and environmental factors

Technology drivers

Environmental factors

Definition

Technology drivers are technological changes that have created the need for a new ERP enablement strategy. Many organizations turn to technology systems to help them obtain a competitive edge.

These external considerations are factors that take place outside of the organization and impact the way business is conducted inside the organization. These are often outside the control of the business. Look three to five years ahead; what challenges will the business face? Where will you have to adapt and pivot? How can we prepare for this?

Examples

  • Deployment model (i.e. SaaS)
  • Integration
  • Reporting capabilities
  • Fragmented technologies
  • Economic and political factors
  • Competitive influencers
  • Compliance regulations

Info-Tech Insight

A comprehensive plan that takes into consideration organizational goals, departmental needs, technology drivers, and environmental factors will allow for a collaborative approach to defining your D365F&O strategy.

1.2.2 Discover environmental factors and technology drivers

30 minutes

Identify business drivers that are contributing to the organization's need for ERP.

Understand how the company is running today and what the organization's future will look like. Try to identify the purpose for becoming an integrated organization. Use a whiteboard or flip charts and markers to capture key findings.

Consider external considerations, organizational drivers, technology drivers, and key functional requirements.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is an image of the ERP Strategy

External considerations

Technology considerations

Functional requirements

  • Funding constraints
  • Regulations
  • Data accuracy
  • Data quality
  • Better reporting
  • Information availability
  • Integration between systems
  • Secure data

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Create a realistic ERP foundation by identifying the challenges and barriers the project will bestow

There are several different factors that may stifle the success of an ERP implementation. Organizations that are creating an ERP foundation must scan their current environment to identify internal barriers and challenges.

Common internal barriers

Management support

Organizational culture

Organizational structure

IT readiness

Definition

The degree of understanding and acceptance toward ERP systems.

The collective shared values and beliefs.

The functional relationships between people and departments in an organization.

The degree to which the organization's people and processes are prepared for a new ERP system.

Questions

  • Is an ERP project recognized as a top priority?
  • Will management commit time to the project?
  • Are employees resistant to change?
  • Is the organization highly individualized?
  • Is the organization centralized?
  • Is the organization highly formalized?
  • Is there strong technical expertise?
  • Is there strong infrastructure?

Impact

  • Funding
  • Resources
  • Knowledge sharing
  • User acceptance
  • Flow of knowledge
  • Quality of implementation
  • Need for reliance on consultants

1.2.3 Consider potential barriers to achieving D365F&O optimization

1-3 hours

Open tab 1.2, "Strategy & Goals," in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

Identify barriers to ERP optimization success.

Review the ERP critical success factors and how they relate to your optimization efforts.

Discuss potential barriers to successful ERP optimization.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is an image of the ERP Strategy

Functional Gaps

Technical Gaps

Process Gaps

Barriers to Success

  • No online purchase order requisitions
  • Inconsistent reporting – data quality concerns
  • Duplication of data
  • Lack of system integration
  • Cultural mindset
  • Resistance to change
  • Lack of training
  • Funding

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

ERP business model

Organizational goals

Barriers

  • Efficiency
  • Effectiveness
  • Integrity
  • One source of truth for data
  • One team
  • Customer service, external and internal
  • Organizational silos
  • Lack of formal process documentation
  • Funding availability
  • What goes first? Organizational priorities

What does success look like?

Top 15 critical success factors for ERP system implementation

This is an image of a bar graph showing the top 15 critical success factors for ERP system implementation

Source: Academy of Accounting and Financial Studies Journal, 2019; CC BY 4.0

Info-Tech Insight

Complement your ability to deliver on your critical success factors with the capabilities of your implementation partner to drive a successful ERP implementation.

"Implementation partners can play an important role in successful ERP implementations. They can work across the organizational departments and layers, creating a synergy and a communications mechanism."
– Ayogeboh Epizitone, Durban University of Technology

1.2.4 Set the foundation for success

1-3 hours

Open tab 1.2, "Strategy & Goals," in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

Identify barriers to ERP optimization success.

Review the ERP critical success factors and how they relate to your optimization efforts.

Discuss potential barriers to successful ERP optimization.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is an image of the ERP Strategy

Business benefits

IT benefits

Organizational benefits

Enablers of success

Business-IT alignment

Compliance

Scalability

Operational efficiency

Data accuracy

Data quality

Better reporting

Change management

Training

Alignment with strategic objectives

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

ERP business model

Organizational goals Enablers
  • Efficiency
  • Effectiveness
  • Integrity
  • One source of truth for data
  • One team
  • Customer service, external and internal
  • Cross-trained employees
  • Desire to focus on value-add activities
  • Collaborative
  • Top-level executive support
  • Effective change management process

The business value matrix

Rationalizing and quantifying the value of MS Dynamics 365 F&O

Benefits can be realized internally and externally to the organization or department and have different drivers of value.

  • Financial benefits refer to the degree to which the value source can be measured through monetary metrics and are often quite tangible.
  • Human benefits refer to how an application can deliver value through a user's experience.
  • Inward refers to value sources that have an internal impact and improve your organization's effectiveness and efficiency in performing its operations.
  • Outward refers to value sources that come from your interaction with external factors, such as the market or your customers.

Organizational Goals

Increased revenue Reduced costs Enhanced services Reach customers

Application functions that are specifically related to the impact on your organization's ability to generate revenue and deliver value to your customers.

Reduction of overhead. The ways in which an application limits the operational costs of business functions.

Functions that enable business capabilities that improve the organization's ability to perform its internal operations.

Application functions that enable and improve the interaction with customers or produce market information and insights.

Business value matrix

This is an image of the Business Value Matrix

Link D365F&O capabilities to organizational value

This is a series of images relating to how you may Link D365F&O capabilities to organizational value

1.2.5 Define your MS Dynamics 365 F&O strategy and optimization goals

30 minutes

  1. Discuss the D365F&O business model exercises and ERP critical success factors.
  2. Thin about the supporting ERP technology through the lens of corporate goals and objectives. How can the ERP system bring value to the organization? What are the top things that will make this initiative a success? What major themes are emerging?
  3. Develop five to ten optimization goals that will form the basis for the success of this initiative.
    • What is a strong statement that will help guide decision making throughout the life of the ERP project?
    • What are your overarching requirements for business processes?
    • What do you ultimately want to achieve?
    • What is a statement that will ensure all stakeholders are on the same page for the project?

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

A table with the heading: Define your Optimization Goals

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

MS Dynamics 365 F&O strategy and optimization goals

Key themes emerging / D365F&O strategy

Optimization goals

  • Efficiency
  • Effectiveness
  • Integrity
  • One source of truth for data
  • One team
  • Customer service, external and internal
  • Support business agility: A flexible and adaptable integrated business system providing a seamless user experience.
  • Use ERP best practices: Do not recreate or replicate what we have today; focus on modernization. Exercise customization governance by focusing on those customizations that are strategically differentiating.
  • Automate: Take manual work out where we can, empowering staff and improving productivity through automation and process efficiencies.
  • Stay focused: Focus on scope around core business capabilities. Maintain scope control. Prioritize demand in line with the strategy.
  • Strive for "one source of truth": Unified data model and integrate processes where possible. Assess integration needs carefully.

Step 1.3

Inventory Current System State

Activities

1.3.1 Inventory D365F&O applications and interactions

1.3.2 Draw your D365F&O system diagram

1.3.3 Inventory your D365F&O modules and business capabilities (or business processes)

1.3.4 Define your key D365F&O optimization modules and business capabilities

Map Current-State Capabilities

This step will guide you through the following activities:

  • Inventorying applications
  • Mapping interactions between systems

This step involves the following participants:

  • D365F&O Optimization Team
  • Enterprise Architect
  • Data Architect

Outcomes of this step

  • Systems inventory
  • Systems diagram

1.3.1 Inventory MS Dynamics 365 F&O applications and interfaces

1-3+ hours

  1. Enter your D365F&O systems, D365F&O extended applications, and integrated applications within scope.
  2. Include any abbreviated names or nicknames.
  3. List the application type or main function.
  4. List the modules the organization has licensed.
  5. List any integrations.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

A table with the heading: D365F&O Application Inventory

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

ERP data flow

Example ERP data flow

This is an image of an Example ERP Data flow. A legend is shown, with the following information: Unique system number- Purple; Unique interface number- Red; External system- Green; Internal system- Blue

Be sure to include enterprise applications that are not included in the ERP application portfolio.

ERP – enterprise resource planning
Email – email system such as Microsoft Exchange
Calendar – calendar system such as Microsoft Outlook
WEM – web experience management
ECM – enterprise content management

When assessing the current application portfolio that supports your ERP, the tendency will be to focus on the applications under the ERP umbrella. These relate mostly to marketing, sales, and customer service. Be sure to include systems that act as input to, or benefit due to outputs from ERP or similar applications.

1.3.2 Draw your MS Dynamics 365 F&O system diagram (optional)

1-3+ hours

From the MS Dynamics 365 F&O application inventory, diagram your network.

Include:

  • Any internal or external systems
  • Integration points
  • Data flow

This is an image of an Example ERP Data flow.

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Sample MS Dynamics 365 F&O and integrations map

This is an image of a sample MS Dynamics 365 F&O and integrations mapA legend is shown, with the following information: Unique system number- Purple; Unique interface number- Red; External system- Green; Internal system- Blue

Business capability map (Level 0)

In business architecture, the primary view of an organization is known as a business capability map.
A business capability defines what a business does to enable value creation, rather than how.

Business capabilities:

  • Represent stable business functions.
  • Are unique and independent of each other.
  • Will typically have a defined business outcome.

A business capability map provides details that help the business architecture practitioner direct attention to a specific area of the business for further assessment.

This is an image of level 0 of the Business capability map

The value stream

Value stream defined:

This is an image of a value stream with definitions for each of the four stages.

Value streams connect business goals to the organization's value realization activities in the marketplace. Those activities are dependent on the specific industry segment in which an organization operates. There are two types of value streams: core value streams and support value streams.

  • Core value streams are mostly externally facing. They deliver value to either an external or internal customer and they tie to the customer perspective of the strategy map.
  • Support value streams are internal-facing and provide the foundational support for an organization to operate.

Taking a value stream approach to process mapping allows you to move across departmental and system boundaries to understand the underlying business capability.
Some organizations over-customize processes, or conversely, don't customize when it's required. D365F&O provides good baseline processes that work for most organizations. However, if a process is broken or not working efficiently, take the time to investigate it, including underlying policies, roles, workflows, and integrations.

Process frameworks

Help define your inventory of sales, marketing, and customer services processes.

Operating processes

  1. Develop vision and strategy
  2. Develop and manage products and services
  3. Market and sell products and services
  4. Deliver physical products
  5. Deliver services

Management and support processes

  1. Manage customer service
  2. Develop and manage human capital
  3. Manage IT
  4. Manage financial resources
  5. Acquire, construct, and manage assets
  6. Manage enterprise risk, compliance, remediation, and resiliency
  7. Manage external relationships
  8. Develop and manage business capabilities

Source: APQC

If you do not have a documented process model, you can use the APQC Framework to help define your inventory of sales business processes.

APQC's Process Classification Framework is a taxonomy of cross-functional business processes intended to allow the objective comparison of organizational performance within and among organizations.

APQC's Process Classification Framework

Process mapping hierarchy

A process classification framework is helpful for organizations to effectively define their processes and manage them appropriately.

Use Info-Tech's related industry resources or publicly available process frameworks (such as APQC) to develop and map your business processes.

These processes can then be mapped to supporting applications and modules. Policies, roles, and workflows also play a role and should be considered in the overall functioning.

This is an image of explanations for PCF Levels 105

Source: APQC

APQC's Process Classification Framework

Focus on level-1 processes

Info-Tech Insight

Focus your initial assessment on the level-1 processes that matter to your organization. This allows you to target your scant resources on the areas of optimization that matter most to the organization and minimize the effort required from your business partners.

You may need to iterate the assessment as challenges are identified. This allows you to be adaptive and deal with emerging issues more readily and become a more responsive partner to the business.

This is an image of Levels 1-5, with a box drawn around level 1.

Process mapping and supporting ERP modules

The operating model

An operating model is a framework that drives operating decisions. It helps to set the parameters for the scope of ERP and the processes that will be supported. The operating model will serve to group core operational processes. These groupings represent a set of interrelated, consecutive processes aimed at generating a common output.

From your developed processes and your D365F&O license agreements you will be able to pinpoint the scope for investigation, including the processes and modules.

This is an image of the business capability map, value stream, and Microsoft dynamics 365 finance and operations.

MS Dynamics 365 F&O modules and process enablement

Finance

  • General ledger
  • Accounts payable
  • Accounts receivable
  • Asset leasing
  • Budgeting
  • Cash and bank management
  • Cost accounting
  • Financial reporting
  • Fixed assets
  • Finance insights
  • Public sector
  • Financials embedded Power BI
  • Power Apps mobile support

Supply chain

  • Asset management
  • Cost accounting
  • Cost management
  • Inventory management
  • IoT Intelligence
  • Master planning
  • Procurement and sourcing
  • Product information management
  • Production control
  • Sales and marketing
  • Service management
  • Transportation management
  • Warehouse management
  • Vendor collaboration
  • Time and attendance

Human resources

  • Employee self service
  • Personnel management
  • Task management
  • Leave and absence
  • Benefits
  • Benefits management
  • Compensation management
  • Employee development
  • Learning
  • Workflow system

Project operations

  • Project sales management
  • Pricing and costing
  • Project management
  • Resource management
  • Time
  • Expense
  • Material usage
  • Approvals
  • Actuals
  • Procurement
  • Invoicing
  • Project accounting
  • Revenue recognition
  • Microsoft Project integration
  • Project contracts management

1.3.3 Inventory your MS Dynamics 365 F&O modules and business capabilities

1-3+ hours

  1. Look at the major functions or processes within the scope of ERP.
  2. From the inventory of current systems, choose the submodules or processes that you want to investigate and are within scope for this optimization initiative.
  3. List the top modules, capabilities, or processes that will be within the scope of this optimization initiative.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is a screenshot from the Get the Most Out of Your MS Dynamics 365 F&O  Workbook

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1.3.4 Define your key MS Dynamics 365 F&O optimization modules and business capabilities

1-3+ hours

  1. Look at the major functions or processes within the scope of ERP.
  2. From the inventory of current systems, choose the submodules or processes for this optimization initiative. Base this on those that are most critical to the business, those with the lowest levels of satisfaction, or those that perhaps need more knowledge around them.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

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Step 1.4

Define Optimization Timeframe

Activities

1.4.1 Define D365F&O key dates, and D365F&O optimization roadmap timeframe and structure

Map Current-State Capabilities

This step will guide you through the following activities:

  • Defining key dates related to your optimization initiative
  • Identifying key building blocks for your optimization roadmap

This step involves the following participants:

  • D365F&O Optimization Team
  • Vendor Management

Outcomes of this step

  • Optimization key dates
  • Optimization roadmap timeframe and structure

1.4.1 Optimization roadmap timeframe and structure

1-3+ hours

  1. Key items and dates relevant to your optimization initiatives, such as any products reaching end of life or end of contract, or budget proposal submission deadlines.
  2. Enter the expected optimization initiative start date.
  3. Enter the roadmap length. This is the total amount of time you expect to participate in the D365F&O Optimization Initiative.
  4. This includes short-, medium-, and long-term initiatives.
  5. Enter your roadmap date markers – how you want dates displayed on the roadmap.
  6. Enter column time values – what level of granularity will be helpful for this initiative?
  7. Enter the sprint or cycle timeframe – use this if following Agile.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

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Step 1.5

Understand D365F&O Costs

Activities

1.5.1 Document costs associated with D365F&O

Map Current-State Capabilities

This step will walk you through the following activities:

  • Defining your D365F&O direct and indirect costs
  • Listing your D365F&O expense line items

This step involves the following participants:

  • Finance representatives
  • D365F&O Optimization Team

Outcomes of this step

  • Current D365F&O and related costs

1.5.1 Document costs associated with MS Dynamics 365 F&O

1-3 hours

Before you can make changes and optimization decisions, you need to understand the high-level costs associated with your current application architecture. This activity will help you identify the types of technology and people costs associated with your current systems.

  1. Identify the types of technology costs associated with each current system:
    1. System maintenance
    2. Annual renewal
    3. Licensing
  2. Identify the cost of people associated with each current system:
    1. Full-time employees
    2. Application support staff
    3. Help desk tickets

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

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Phase 2

Assess Your Current State

Phase 1

Phase 2

Phase 3

Phase 4

1.1 Identify stakeholders and build your optimization team

1.2 Build an ERP strategy model

1.3 Inventory current system state

1.4 Define optimization timeframe

1.5 Understand D365F&O costs

2.1 Assess D365F&O capabilities

2.2 Review your satisfaction with the vendor/product and willingness for change

3.1 Prioritize optimization opportunities

3.2 Discover optimization initiatives

4.1 Build your optimization roadmap

This phase will walk you through the following activities:

  • Determining process relevance
  • Performing a gap analysis
  • Performing a user satisfaction survey
  • Assessing software and vendor satisfaction

This phase involves the following participants:

  • D365F&O Optimization Team
  • Users across functional areas of your ERP and related technologies

Step 2.1

Assess D365F&O Capabilities

Activities

2.1.1 Complete a D365F&O application portfolio assessment

2.1.2 (Optional) Assess D365F&O process maturity

Assess D365F&O Capabilities

This step will guide you through the following activities:

  • Defining capability relevance
  • Processing gap analysis
  • Completing the Application Portfolio Assessment

This step involves the following participants:

  • D365F&O Users

Outcomes of this step

  • D365F&O Capability Assessment

Benefits of the Application Portfolio Assessment

Assess the health of the application portfolio

  • Get a 360-degree view of the effectiveness, criticality, and prevalence of all relevant applications to get a comprehensive view of the health of the applications portfolio.
  • Identify opportunities to drive more value from effective applications, retire nonessential applications, and immediately address at-risk applications that are not meeting expectations.

Provide targeted department feedback

  • Share end-user satisfaction and importance ratings for core IT services, IT communications, and business enablement to focus on the right end-user groups or lines of business and ramp up satisfaction and productivity.

Gain insight into the state of data quality

  • Data quality is one of the key issues causing poor ERP user satisfaction and business results. This can include the relevance, accuracy, timeliness, or usability of the organization's data.
  • Targeted, open-ended feedback regarding data quality will provide insight into where optimization efforts should be focused.

2.1.1 Complete a current state assessment (via the Application Portfolio Assessment)

3 hours

Option 1: Use Info-Tech's Application Portfolio Assessment to generate your user satisfaction score. This tool not only measures application satisfaction but also elicits great feedback from users regarding the support they receive from the IT team regarding D365F&O.

  1. Download the MS Dynamics 365 F&O Application Inventory Tool.
  2. Complete the "Demographics" tab (tab 2).
  3. Complete the "Inventory" tab (tab 3).
    1. Complete the inventory by treating each module within your D365F&O system as an application.
    2. Treat every department as a separate column in the department section. Feel free to add, remove, or modify department names to match your organization.
    3. Include data quality for all applications applicable.

Option 2: Create a survey manually.

  1. Use tab Reference 2.1 "APA Questions" as a guide for creating your survey.
  2. Send out surveys to end users.
  3. Modify tab 2.1 "D365F&O Assessment" if required.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

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This is an image of the overall portfolio satisfaction pathway.

2.1.2 (Optional) Assess MS Dynamics 365 F&O process maturity

1-3 hours

  1. As with any ERP system, the issues encountered may not be related to the system itself, but processes that have developed over time.
  2. Use this opportunity to interview key stakeholders to learn about deeper capability processes.
    1. Identify key stakeholders.
    2. Hold sessions to document deeper processes.
    3. Discuss processes and technical enablement in each area.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

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Capability maturity

Process

Capability level

Description

Weak

  • The process is undocumented.
  • Exceptions to the process result in fire fighting.
  • There is no process consistency.
Moderate
  • The process has some documentation.
  • Exception handling is not documented.
  • Process somewhat consistently executed.
Strong
  • Process is fully documented.
  • Exception handling is documented.
  • Process executed consistently.

Technology

Capability level

Description

Weak

  • The process is not handled by software.
  • The process is manual using ad hoc tools such as Excel.
Moderate
  • The process is partially executed in software.
  • Certain steps happen outside the software, e.g. Approvals via email.
Strong
  • The process executes completely within the software.
  • All steps, approvals, and documentation are captured and accessible in the software.

Core finance

This is an image of the Core Finance Table, with arrows and comments explaining various parts.

Step 2.2

Review Your Satisfaction With the Vendor/Product and Willingness for Change

Activities

2.2.1 Rate your vendor and product satisfaction

2.2.2 Review D365F&O product scores (if applicable)

2.2.3 Evaluate your product satisfaction

2.2.4 Check your business process change tolerance

Product Satisfaction

This step will guide you through the following activities:

  • Rating your vendor and product satisfaction
  • Comparing with survey data from SoftwareReviews

This step involves the following participants:

  • D365F&O Product Owner(s)
  • Procurement Representative
  • Vendor Contracts Manager

Outcomes of this step

  • Quantified satisfaction with vendor and product

2.2.1 Rate your vendor and product satisfaction

30 minutes

Use Info-Tech's vendor satisfaction survey to identify optimization areas with your ERP product(s) and vendor(s).

  1. Option 1 (recommended): Conduct a satisfaction survey using SoftwareReviews. This option allows you to see your results in the context of the vendor landscape.
  2. Option 2: Use the Get the Most Out of Your MS Dynamics 365 F&O Workbook to review your satisfaction with your D365F&O software.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook

SoftwareReviews' Enterprise Resource Planning Category

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2.2.2 Review MS Dynamics 365 F&O product scores (if applicable)

30 minutes

  1. Download the scorecard for your D365F&O product from the SoftwareReviews website. (Note: Not all products are represented or have sufficient data, so a scorecard may not be available.)
  2. Use the Get the Most Out of Your MS Dynamics 365 F&O Workbook tab 2.3 to record the scorecard results.
  3. Use your Get the Most Out of Your MS Dynamics 365 F&O Workbook to flag areas where your score may be lower than the product scorecard. Brainstorm ideas for optimization.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is a screenshot from the Get the Most Out of Your MS Dynamics 365 F&O  Workbook

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

SoftwareReviews' Enterprise Resource Planning Category

2.2.3 How does your satisfaction compare with your peers?

Use SoftwareReviews to explore product features, vendor experience, and capability satisfaction.

This is a screenshot from SoftwareReviews ERP Enterprise, 2022

Source: SoftwareReviews ERP Enterprise, 2022

This is a screenshot from SoftwareReviews ERP Midmarket, 2022

Source: SoftwareReviews ERP Midmarket, 2022

2.2.4 Check your business process change tolerance

1 hours

  1. As a group, list your level-0 and level-1 business capabilities. Sample on the next slide.
  2. Assess the department's willingness for change and the risk of maintaining the status quo.
  3. Color-code the level-0 business capabilities based on:
    1. Green – Willing to follow best practices
    2. Yellow – May be challenging or unique business model
    3. Red – Low tolerance for change

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Input Output
  • Business process capability map
  • Heat map of risk areas that require more attention to validate best practices or minimize customization
Materials Participants
  • Whiteboard/flip charts
  • Get the Most Out of Your MS Dynamics 365 F&O Workbook
  • Implementation team
  • SMEs
  • Departmental Leaders

Heat map representing desire for best practice or those having the least tolerance for change

this is an image of a Heat map representing desire for best practice or those having the least tolerance for change

Determine the areas of risk to conform to best practice and minimize customization. These will be areas needing focus from the vendor, supporting change and guiding best practice.

For example: Must be able to support our unique process manufacturing capabilities and enhance planning and visibility to detailed costing.

Phase 3

Identify Key Optimization Opportunities

Phase 1

Phase 2

Phase 3

Phase 4

1.1 Identify stakeholders and build your optimization team

1.2 Build an ERP strategy model

1.3 Inventory current system state

1.4 Define optimization timeframe

1.5 Understand D365F&O costs

2.1 Assess D365F&O capabilities

2.2 Review your satisfaction with the vendor/product and willingness for change

3.1 Prioritize optimization opportunities

3.2 Discover optimization initiatives

4.1 Build your optimization roadmap

This phase will walk you through the following activities:

  • Identifying key optimization areas
  • Creating an optimization roadmap

This phase involves the following participants:

  • D365F&O Optimization Team

Step 3.1

Prioritize Optimization Opportunities

Activities

3.1.1 Prioritize optimization capability areas

Build Your Optimization Roadmap

This step will guide you through the following activities:

  • Exploring existing process gaps
  • Identifying the impact of processes on user satisfaction
  • Identifying the impact of data quality on user satisfaction
  • Reviewing your overall product satisfaction and vendor management

This step involves the following participants:

  • D365F&O Optimization Team

Outcomes of this step

  • Application optimization plan

Address process gaps:

  • ERP and related technologies are invaluable to the goal of organizational enablement, but they must have supported processes driven by business goals.
  • Identify areas where capabilities need to be improved and work toward optimization.

Support user satisfaction:

  • The best technology in the world won't deliver business results if it's not working for the users who need it.
  • Understand concerns, communicate improvements, and support users in all roles.

Improve data quality:

  • Data quality is unique to each business unit and requires tolerance, not perfection.
  • Implement data quality initiatives that are aligned with overall business objectives and are aimed at addressing data practices and the data itself.

Proactively manage vendors:

  • Vendor management is a critical component of technology enablement and IT satisfaction.
  • Assess your current satisfaction against that of your peers and work toward building a process that best fits your organization.

Info-Tech Insight

Enabling a high-performing organization requires excellent management practices and continuous optimization efforts.

Your technology portfolio and architecture are important, but we must go deeper. Taking a holistic view of ERP technologies in the environments in which they operate allows for the inclusion of people and process improvements – this is key to maximizing business results.

Using a formal ERP optimization initiative will drive business-IT alignment, identify IT automation priorities, and dig deep into continuous process improvement.

Assessing application business value

In this context…

business value

is the value of the business outcome that the application produces. Additionally, it is how effective the application is at producing that outcome.

Business value is not

the user's experience or satisfaction with the application.

This is a Venn diagram between the Business and IT, with Business value of applications in the overlapping sections.

First, the authorities on business value need to define and weigh their value drivers that describe the priorities of the organization. This will allow the applications team to apply a consistent, objective, and strategically aligned evaluation of applications across the organization.

Brainstorm IT initiatives to enable high areas of opportunity to support the business

Create or improve

ERP

capabilities

Optimization

initiatives

Capabilities are what the system and business do that creates value for the organization.

Optimization initiatives are projects with a definitive start and end date; they enhance, create, maintain, or remove capabilities with the goal of increasing value.

  • Technology
  • Process
  • Organization

Brainstorm ERP optimization initiatives in each area. Ensure you are looking for all-encompassing opportunities within the context of IT, the business, and D365F&O systems.

Discover the value drivers of your applications

Business value matrix

This is an image of the Business Value Matrix

Financial vs. Human benefits

  • Financial benefits refer to the degree to which the value source can be measured through monetary metrics and are often quite tangible.
  • Human benefits refer to how an application can deliver value through a user's experience.
  • Inward vs. Outward orientation
  • Inward refers to value sources that have an internal impact and improve your organization's effectiveness and efficiency in performing its operations.
  • Outward refers to value sources that come from your interaction with external factors, such as the market or your customers.

Perceived business benefits from using digital tools

This is an image of a bar graph showing the Perceived business benefits from using digital tools

Collins et al, 2017

Increased revenue

Application functions that are specifically related to the impact on your organization's ability to generate revenue and deliver value to your customers.

Reduced costs

Reduction of overhead. The ways in which an application limits the operational costs of business functions.

Enhanced services

Functions that enable business capabilities that improve the organization's ability to perform its internal operations.

Reach customers

Application functions that enable and improve the interaction with customers or produce market information and insights.

Prioritize MS Dynamics 365 F&O optimization areas that will bring the most value to the organization

Review your ERP capability areas and rate them according to relevance to organizational goals. This will allow you to eliminate optimization ideas that may not bring value to the organization.

this is an image of a table which you may use to rate your ERP capability areas according to relevance to organizational goals.

Value vs. effort

How important is it? vs. How difficult is it?

How important is it?

How difficult is it?

What is the value?

  • Increase revenue
  • Decrease costs
  • Enhanced services
  • Reach customers

What is the benefit?

  • How can it help us reach our goals?

What is the impact?

  • To organizational goals
  • To ERP goals
  • To departmental goals

What is the cost?

  • Hours x Rates ++ =

What is the level of effort?

  • Development effort
  • Operational effort
  • Implementation effort
  • Outside resource coordination

What is the risk of implementing/not implementing?
What is the complexity?

Source: Roadmunk

RICE method

Measure the "total impact per time worked"

Reach Impact Confidence Effort

How many people will this improvement impact?

Internal: # of users OR # of transactions per period

External: # of customers OR # of transactions per period

What is the scale of impact? How much will the improvement affect satisfaction?

Example weighting:

1 = Massive impact

2 = High impact

1 = Medium impact

0.5 = Low impact

0.25 = Very low impact

How confident are we that the improvements are achievable and that they will meet the impact estimates?

Example weighting:

1 = High confidence

0.80 = Medium confidence

0.50 = Low confidence

How much investment will be required to implement the improvement initiative?

FTE hours x cost per hour

Source: Intercom

3.1.1 Prioritize and rate optimization capability areas

1-3 hours

  1. Use tab 3.1 Optimization Priorities.
  2. From the D365F&O Key Capabilities (pulled from tab 1.3 Key Capabilities), discuss areas of scope for the D365F&O optimization initiative.
  3. Discuss the four areas of the business value matrix and identify how each module, along with organizational goals, can bring value to the organization.
  4. Rate each of your D365F&O capabilities for the level of importance to your organization. The levels of importance are:
    • Crucial
    • Important
    • Secondary
    • Unimportant
    • Not applicable


Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is a screenshot from the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Step 3.2

Discover Optimization Initiatives

Activities

3.2.1 Discover product and vendor satisfaction opportunities

3.2.2 Discover capability and feature optimization opportunities

3.2.3 Discover process optimization opportunities

3.2.4 Discover integration optimization opportunities

3.2.5 Discover data optimization opportunities

3.2.6 Discover D365F&O cost-saving opportunities

Build Your Optimization Roadmap

This step will guide you through the following activities:

  • Exploring existing process gaps
  • Identifying the impact of processes on user satisfaction
  • Identifying the impact of data quality on user satisfaction
  • Reviewing your overall product satisfaction and vendor management

This step involves the following participants:

  • D365F&O Optimization Team

Outcomes of this step

  • Application optimization plan
This is an image of Vendor feature satisfaction from SoftwareReviews.
This is an image of Product feature satisfaction from SoftwareReviews.

MS Dynamics's partner landscape

D365F&O uses an extensive partner network to help deliver results.

Connect with partners

D365F&O Partners – Get in touch with trusted Microsoft partners to find up-to-date Microsoft-based services for your business needs.

Microsoft Industry Clouds

Microsoft Industry Clouds connect robust industry-specific capabilities across Azure, Power Platform, Microsoft 365 & Teams, Dynamics 365, and Security, underpinned by our common data model. Helping businesses be more agile, make intelligent decisions, and provide richer experiences.

Find consulting services

Connect with experts who can help you digitally transform your organization.

Find the right app

Solve challenges with apps tailored for a wide range of industries and business needs — and begin propelling innovation and productivity today.

With large-scale ERP and HCM systems, the success of the system can be as much about the SI (Systems Integrator) or vendor partners as it is about the core product.

In evaluating your D365F&O system, think about D365F&O's extensive partner network to understand how you can capitalize on your installation.

You do not need to reinvent the system; you may just need an additional service partner or bolt-on solution to round out your product functionality.

Improving vendor management

Create a right-size, right-fit strategy for managing the vendors relevant to your organization.

This is an image of a chart which can be used to Create a right-size, right-fit strategy for managing the vendors relevant to your organization.

Info-Tech Insight

A vendor management initiative is an organization's formalized process for evaluating, selecting, managing, and optimizing third-party providers of goods and services.

The number of resources you assign to managing vendors depends on the number and value of your organization's relationships. Before optimizing your vendor management program around the best practices presented in Info-Tech's Jump Start Your Vendor Management Initiative blueprint, assess your current maturity and build the process around a model that reflects the needs of your organization.

Note: Info-Tech uses VMI interchangeably with the terms "vendor management office (VMO)," "vendor management function," "vendor management process," and "vendor management program."

Jump Start Your Vendor Management Initiative

3.2.1 Discover product and vendor satisfaction

1-2 hours

  1. Review tab 2.2 Vendor and Product Satisfaction for your D365F&O system.
  2. Use tab 3.2 Optimization Initiatives to answer the following questions in the Overall Product (and Vendor) Evaluation area.
    1. Document overall product satisfaction.
    2. How does your satisfaction compare with your peers?
    3. Is the overall system fit for use?
    4. Do you have a proactive vendor management strategy in place?
    5. Is the product dissatisfaction at the point that you need to evaluate if it is time to replace the product?
    6. Could your vendor or SI help you achieve better results?

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

this is an image of 3.2.1 overall product evaluation

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

This is an image of the five most critical applications.

3.2.2 Discover capability and feature optimization opportunities

1-2 hours

  1. Review tab 2.2 Vendor and Product Satisfaction and tab 3.1 Optimization Priorities to review the satisfaction with the capabilities and features of your D365F&O system.
  2. Use tab 3.2 Optimization Initiatives to answer the following questions in the Capabilities and Features Evaluation area to answer the following questions:
    1. What capabilities and features are performing the worst?
    2. Do other organizations and users struggle with these areas?
    3. Why are they not performing well?
    4. Is there an opportunity for improvement?
    5. What are some optimization initiatives that could be undertaken?

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook

this is an image of 3.2.2 capabilities and features evaluation

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Process optimization: the hidden goldmine

Know your strategic goals and KPIs that will deliver results.

Goals of process improvement

Process improvement sample areas

Improvement possibilities

  • Optimize business and improve value drivers
  • Reduce TCO
  • Reduce process complexity
  • Eliminate manual processes
  • Increase efficiencies
  • Support digital transformation and enablement
  • Order to cash
  • Procure to pay
  • Order to replenish
  • Plan to produce
  • Request to settle
  • Make to order
  • Make to stock
  • Purchase to order
  • Increase number of process instances processed successfully end to end
  • Increase number of instances processed in time
  • Increase degree of process automation
  • Speed up cycle times of supply chain processes
  • Reduce number of process exceptions
  • Apply internal best practices across organizational units

3.2.3 Discover process optimization opportunities

1-2 hours

  1. Use tab 3.1 Optimization Priorities and tab 2.2 Bus Proc Change Tolerance to review process optimization opportunities.
  2. Use tab 3.2 Optimization Initiatives to answer the following questions in the Capabilities and Features Evaluation area to answer the following questions:
    • List underperforming capabilities around process.
    • Answer the following:
    • What is the state of the current processes?
    • Is there an opportunity for process improvement?
    • What are some optimization initiatives that could be undertaken in this area?

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

this is an image of 3.2.3 process optimization

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Integration provides long-term usability

Balance the need for secure, compliant data availability with organizational agility.

The benefits of integration:

  • The largest benefit is the extended use of data. The ERP data can be used in the enterprise-level business intelligence suite rather than the application-specific analytics.
  • Enhanced data security. Integrated approaches lend themselves to auditable processes such as sign-on and limit the email movement of data.
  • Regulatory compliance. Large multi-site organizations have many layers of regulation. A clear understanding of where orders, deliveries, and payments were made streamlines the audit process.

The challenges of integration:

  • Extending a single instance ERP to multiple sites. The challenge for data management is the same as any SaaS application. The connection and data replication present challenges.
  • Combining data from equally high-volume systems.For D365F&O it is recommended that one instance is set to primary, and all other sites are read-only to maintain data integrity.
  • Incorporating data from the separate system(s). The proprietary and locked-in nature of the data collection and definitions for ERP systems often limit the movement of data between separate systems.

Common integration and consolidation scenarios

Financial consolidation Data backup Synchronization across sites Legacy consolidation

Financial consolidation requires a holistic view of data format and accounting schedules

Use a data center as the main repository to ensure all geographic locations have equal access to the necessary data.

Set up synchronization schedules based on data usage, not site location.

Carefully define older transactions. Only active transactions should be brought in the ERP. Send older data to storage.

Problem: Controlling financial documentation across geographic regions.
Most companies are required to report in each region where they maintain a presence. Stakeholders and senior management also need a holistic view. This leads to significant strain on the financial department to regularly consolidate both revenue and budget allocations for cross-site projects across the various geographic locations.

Solution: For enterprises with a single vendor or D365F&O-only portfolios, D365F&O can offer integration tools. For those needing to integrate with other ERPs, the use of a connector may be required to send financial data to the main system. The format and accounting calendar for transactions should match the primary ERP system to allow consolidation. The local specific format should be a role-based customization at the level of the site's specific instance.

Problem: ERP systems generate high volumes of data. Most systems have a defined schedule of back-up during off-hours. Multi-instance brings additional issues through lack of defined off-hours, higher volume of data, and the potential for cross-site or instance data relationships. This leads to headaches for both the Database Administrator and Business Analysts.

Solution: The best solution is an offsite data center with high availability. This may include cloud storage or hosted data centers. Regardless of where the data is stored, centralize the data and replicate to each site. Ensure that the data center can mirror the database and Binary Large Object (BLOB) storage that exists for each site.

Problem: Providing access to up-to-date transactions requires copying of both contextual information (permissions, timestamp, location, history) and the transaction itself across multiple sites to allow local copies to be used for analysis and audits. The sheer volume of information makes timely synchronization difficult.

Solution: Not all data needs to be synchronized in a timely fashion. In D365F&O, administrators can use NetWeaver to maintain and alter global data synchronization through the Master Data Management module. Permissions can be given to users to perform on-demand synchronization of data attached to that user.

Problem: Subsidiaries and acquired companies often have a Tier 2 ERP product. Prior to fully consolidating the processes, many enterprises will want to migrate data to their ERP system to build compliance and audit trails. Migration of data often breaks historical linkages between transactions.

Solution: D365F&O offers tools to integrate data across applications that can be used as part of a data migration strategy. The process of data migration should be combined with data warehousing to ensure a cost-effective process. For most enterprises, the lack of experience in data migration will necessitate the use of consultants and Independent Software Vendors (ISV).

For more information: Implement a Multi-site ERP

3.2.4 Discover integration optimization opportunities

1-2 hours

  1. Use tab 3.2 Optimization Initiatives to answer the following questions in the Integration Evaluation area:
    1. Are there some areas where integration could be improved?.
    2. Is there an opportunity for process improvement?
    3. What are some optimization initiatives that could be undertaken in this area?

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

this is an image of 3.2.4 integration evaluation

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Use a data strategy that fixes the enterprise-wide data management issues

Your data management must allow for flexibility and scalability for future needs.

IT has several concerns about ERP data and wide dissemination of that data across sites. Large organizations can benefit from building a data warehouse or at least adopting some of the principles of data warehousing. The optimal way to deal with the issue of integration is to design a metadata-driven data warehouse that acts as a central repository for all ERP data. This serves as the storage facility for millions of transactions, formatted to allow analysis and comparison.
Key considerations:

  • Technical: At what stage does data move to the warehouse? Can processes be automated to dump data or to do a scheduled data movement?
  • Process: Data integration requires some level of historical context for all data. Ensure that all data has multiple metadata tags to future-proof the data.
  • People: Who will be accessing the data and what are the key items that users will need to adapt to the data warehouse process?

Info-Tech Insight

Data warehouse solutions can be expensive. See Info-Tech's Build a Data Warehouse on a Solid Foundation for guidance on what options are available to meet your budget and data needs.

Optimizing MS Dynamics 365 F&O data, additional considerations

Data quality management

Effective data governance

Data-centric integration strategy

Extensible data warehousing

Prevention is 10x cheaper than remediation. Stop fixing data quality with band-aid solutions and start fixing the source of the problem.

Data quality is unique to each business unit and requires tolerance, not perfection. If the data allows the business to operate at the desired level, don't waste time fixing data that may not need to be fixed.

Implement a set of data quality initiatives that are aligned with overall business objectives and aimed at addressing data practices and the data itself.

Develop a prioritized data quality improvement project roadmap and long-term improvement strategy.

Build related practices with more confidence and less risk after achieving an appropriate level of data quality.

Data governance enables data-driven insight. Think of governance as a structure for making better use of data.

Collaboration is critical. The business may own the data, but IT understands the data. Data governance will not work unless the business and IT work together.

Data governance powers the organization up the data value chain through policies and procedures, master data management, data quality, and data architecture.

Create a roadmap to prioritize initiatives and delineate responsibilities among data stewards, data owners, and the data governance steering committee.

Ensure buy-in from business and IT stakeholders. Communicate initiatives to end users and executives to reduce resistance.

Every enterprise application involves data integration. Any change in the application and database ecosystem requires you to solve a data integration problem.

Data integration is becoming more and more critical for downstream functions of data management and for business operations to be successful. Poor integration holds back these critical functions.

Build your data integration practice with a firm foundation in governance and a reference architecture. Ensure that your process is scalable and sustainable.

Support the flow of data through the organization and meet the organization's requirements for data latency, availability, and relevancy.

Data availability must be frequently reviewed and repositioned to continue to grow with the business.

A data warehouse is a project, but successful data warehousing is a program. An effective data warehouse requires planning beyond the technology implementation.

Governance, not technology, needs to be the core support system for enabling a data warehouse program.

Leverage an approach that focuses on constructing a data warehouse foundation that can address a combination of operational, tactical, and ad hoc business needs.

Invest time and effort to put together pre-project governance to inform and guide your data warehouse implementation.

Select the most suitable architecture pattern to ensure the data warehouse is "built right" at the very beginning.

Build Your Data Quality Program

Establish Data Governance

Build a Data Integration Strategy

Build an Extensible Data Warehouse Foundation

3.2.5 Discover data optimization opportunities

1-2 hours

  1. Use your 2.1 APA survey and/or tab 2.2 Vendor and Production Satisfaction to better understand issues related to data.

    Note: Data issues happen for several reasons:
    1. Poor underlying data in the system
    2. More than one source of truth
    3. Inability to consolidate data
    4. Inability to measure KPIs (key performance indicators) effectively
    5. Reporting that is cumbersome or non-existent
  2. Use tab 3.2 Optimization Initiatives to answer the following questions in the Data Evaluation area:
    1. What are some underlying issues?
    2. Is there an opportunity for data improvement?
    3. What are some optimization initiatives that could be undertaken in this area?
  3. Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

this is an image of 3.2.5-data-evaluation.

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Approach contracts and pricing strategically

Don't go into contract negotiation blind.

  • Understand the vendor – year-end, market strategy, and competitive position.
  • Take the time to understand the contract, including contract details such as length of the contract, full-service equivalent (FSE, employee count,) innovation fees, modules included, and renewal clauses.
  • Be fully prepared to take a proactive approach to cost negotiations.
    • Use Info-Tech's vendor management services to support you.
    • Go in prepared.
    • Use your leverage points – FSE count, module bundles, CPI and innovation fees.
    • Use competition to your advantage.

Microsoft D365F&O has been growing revenues at a fast-paced rate of +40% year-over-year for the last six years.

Organizations considering additional modules or undergoing contract renewal need to gain insight into areas of leverage and other relevant vendor information.

Key issues that occur include pricing transparency and contractual flexibility on terms and conditions. Adequate planning and communication need to be taken into consideration before entering into any agreement.

3.2.6 Discover MS Dynamics 365 F&O cost-saving opportunities

1-2 hours

  1. Use tab 1.5 Current Costs as an input for this exercise. Another great resource is Info-Tech's Microsoft Dynamics 365: Understand the Transition to the Cloudwhich you can use to help understand cost-saving strategies.
  2. Use tab 3.2 Optimization Initiatives (Costs Evaluation area) to list cost savings initiatives and opportunities.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

this is an image of 3.2.6 costs evaluation

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What's next?

This is a series of three screenshots from the Financial Reporting

Financial Reporting

Financial reporting capabilities that natively handle foreign exchange and support multiple legal entities and currencies in a single instance.

This is a series of three screenshots from the Business documents/electronic reports

Business Documents / Electronic Reports

Configurable tool that helps create and maintain regulatory electronic reporting and enable automation on document exchange (invoices, purchase orders, payment advices, collection letters, and much more)

What's next?

This is a series of three screenshots from the embedded dashboards

Embedded Dashboards

  • Dynamics finance and operations deliver rich and interactive reports integrated into application workspaces with graphics and visuals using Power BI. It provides a highly visual and interactive experience.

This is a series of three screenshots from the Power Platform

Power Platform

  • Power BI
  • Power Apps
  • Power Automate
  • AI Builder

What's next?

This image includes two screenshots from AppSource

AppSource

AppSource provides the right application for your business needs: innovative solutions that will help you get better outcomes for your business.

Phase 4

Build Your Optimization Roadmap

Phase 1

Phase 2

Phase 3

Phase 4

1.1 Identify stakeholders and build your optimization team

1.2 Build an ERP strategy model

1.3 Inventory current system state

1.4 Define optimization timeframe

1.5 Understand D365F&O costs

2.1 Assess D365F&O capabilities

2.2 Review your satisfaction with the vendor/product and willingness for change

3.1 Prioritize optimization opportunities

3.2 Discover optimization initiatives

4.1 Build your optimization roadmap

This phase will walk you through the following activities:

  • Reviewing the different options to solve the identified pain points
  • Building out a roadmap showing how you will get to those solutions
  • Building a communication plan that includes the stakeholder presentation

This phase involves the following participants:

  • Primary stakeholders in each value stream supported by the ERP
  • ERP Applications support team

Get the Most Out of Your MS Dynamics 365 F&O

Step 4.1

4.1 Build Your Optimization Roadmap

Activities

4.1.1 Evaluate optimization initiatives

4.1.2 Determine your optimization roadmap building blocks

4.1.3 Build a visual MS Dynamics 365 F&O optimization roadmap

This step will walk you through the following activities:

  • Reviewing the different options to solve the identified pain points then build out a roadmap of how to get to that solution.

This step involves the following participants:

  • Primary stakeholders in each value stream supported by the ERP
  • ERP Applications support team

Outcomes of this step

  • A strategic direction is set
  • An initial roadmap is laid out

Evaluate your optimization initiatives and determine next steps to build out your optimization roadmap

Value drivers

Value drivers

Additional value criteria
(modify as needed)

Effort

Increase Revenue

Decrease Costs

Enhanced Services

Reach Customers

Current to Future Risk Profile

Number of Depts to Benefit

Importance to Stakeholder Relations

Resources - Do we have resources available and the skillset?

Cost

Overall Effort Rating

Gut Check
Is it Achievable?
-Have we done it/ something similar before?
-Are we willing to invest in it?

Relative Priority

Decision to Proceed

Next Steps

Activity 4.1.1 Evaluate optimization initiatives

1- hours

  1. Evaluate your optimization initiatives from tab 3.2, Optimization Initiatives.
  2. Complete value drivers:
    • Relevance to organizational goals and objectives
    • Applications Portfolio Assessment Survey:
      • Impact: Number of users, importance to role
      • Current State: Satisfaction with features, usability, and data quality.
    • Value drivers:
      Increase revenue, decrease costs, enhanced services, or reach customers.
    • Additional factors:
    • Current to future risk profile
    • Number of departments to benefit
    • Importance to stakeholder relations
  3. Complete effort and cost estimations:
    • Resources: Do we have resources available, and the skillset?
    • Cost
    • Overall effort rating
  4. Gut check: "Is it achievable? Have we done it or something similar before? Are we willing to invest in it?"
  5. Decision to proceed
  6. Next steps
  7. Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Activity 4.1.2 Determine your optimization roadmap building blocks

1- hours

Optimization initiatives; determine which, if any, to proceed with.

  1. Identify initiatives.
  2. For each item on your roadmap, assign an owner who will be accountable to the completion of the roadmap item.
  3. Wherever possible, assign a start date, month, or quarter. The more specific you can be, the better.
  4. Identify completion dates to create a sense of urgency. If you are struggling with start dates, it can help to start with a finish date and work backwards to a start date based on estimated efforts.
  5. Include periphery tasks such as communication strategy.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

Note: Your roadmap should be treated as a living document that is updated and shared with the stakeholders on a regular schedule.

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Activity 4.1.3 – Build a visual MS Dynamics 365 F&O optimization roadmap (optional)

1 hour

For some, a visual representation of a roadmap is easier to comprehend.

Consider taking the roadmap built in 4.1.2 and creating a visual roadmap.

Record this information in the Get the Most Out of Your MS Dynamics 365 F&O Workbook.

This is a screenshot from 4.1.3 visual MS dynamics optimization roadmap

Download the Get the Most Out of Your MS Dynamics 365 F&O Workbook

Summary of accomplishment

Get the most out of your MS Dynamics 365 F&O

ERP technology is critical to facilitating an organization's flow of information across business units. It allows for seamless integration of systems and creates a holistic view of the enterprise to support decision making. ERP implementation should not be a one-and-done exercise. There needs to be ongoing optimization to enable business processes and optimal organizational results.
Get the Most Out of Your MS Dynamics 365 F&O allows organizations to proactively implement continuous assessment and optimization of their enterprise resource planning system, including:

  • Alignment and prioritization of key business and technology drivers.
    • Identification of processes, including classification and gap analysis.
    • Measurement of user satisfaction across key departments.
    • Improved vendor relations.
    • Data quality initiatives.

This formal D365F&O optimization initiative will drive business-IT alignment, identify IT automation priorities, and dig deep into continuous process improvement.

If you would like additional support, have our analysts guide you through other phases as part of an Info-Tech workshop

Contact your account representative for more information

workshops@infotech.com

1-888-670-8889

Research Contributors

This is an image of Ben Dickie

Ben Dickie
Research Practice Lead
Info-Tech Research Group

Ben Dickie is a Research Practice Lead at Info-Tech Research Group. His areas of expertise include customer experience management, CRM platforms, and digital marketing. He has also led projects pertaining to enterprise collaboration and unified communications.

This is an image of Scott Bickley

Scott Bickley
Practice Lead and Principal Research Director
Info-Tech Research Group

Scott Bickley is a Practice Lead and Principal Research Director at Info-Tech Research Group, focused on vendor management and contract review. He also has experience in the areas of IT asset management (ITAM), software asset management (SAM), and technology procurement, along with a deep background in operations, engineering, and quality systems management.

This is an image of Andy Neil

Andy Neil
Practice Lead, Applications
Info-Tech Research Group

Andy is a Senior Research Director, Data Management and BI at Info-Tech Research Group. He has over 15 years of experience in managing technical teams, information architecture, data modeling, and enterprise data strategy. He is an expert in enterprise data architecture, data integration, data standards, data strategy, big data, and the development of industry standard data models.

Bibliography

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Edith Galy, M. J. (2014). Post-implementation practices of ERP systems and their relationship to financial performance. Information & Management.
Epizitone, Ayogeboh, and Oludayo O. Olugbara. "Critical Success Factors for ERP System Implementation to Support Financial Functions." Academy of Accounting and Financial Studies Journal, vol. 23, no. 6, 2019. Accessed 12 Oct. 2021
Gheorghiu, Gabriel. "The ERP Buyer's Profile for Growing Companies." Selecthub, 2018. Accessed 21 Feb. 2021.
Info Clutch. (2022, 08 23). Info Clutch. Retrieved from Info Clutch:
Jutras, C. (2002). THE EMPOWERED EXECUTIVE. ERP Optimization.
Karlsson, Johan. "Product Backlog Grooming Examples and Best Practices." Perforce, 18 May 2018. Accessed 4 Feb. 2021.
Karoline B. Osnes, J. R. (2018). Literature Review of Post-implementation Challenges. ScienceDirect.
Kutt, C. (2020). The Benefits of ERP Optimization. LinkedIn.
"Maximizing the Emotional Economy: Behavioral Economics." Gallup, n.d. Accessed 21 Feb. 2021.
Microsoft. (2022, August 19). Dynamics 365. Retrieved from Microsoft Dynamics 365 documentation.
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Microsoft. (2022, August 19). Dynamics 365 and Microsoft Power Platform product roadmaps. Retrieved from Dynamics 365 and Microsoft Power Platform product roadmaps.
Microsoft. (2022, August 19). Microsoft Customer Stories. Retrieved from Customer Stories.
Microsoft. (2022, August 23). Microsoft Investor Relations. Retrieved from Press Release & Webcast.
Microsoft. (2023, January 16). Welcome to Dynamics 365 Business Central. Retrieved from Microsoft Dynamics 365 documentation.
Microsoft. (2022, January 20). Microsoft Stories India. Retrieved from Microsoft highlights trend toward AI driven Business Applications with disruption in customer journeys.
Microsoft Dynamics 365 Community. (2022, August 19). Microsoft Dynamics 365 Community.
Norelus, Ernese, Sreeni Pamidala, and Oliver Senti. "An Approach to Application Modernization: Discovery and Assessment Phase," Medium, 24 Feb. 2020. Accessed 21 Feb. 2021.
Novet, J. (2020, October 20). CNBC . Retrieved from Microsoft sales changes could help it challenge Salesforce in cloud software.
"Process Frameworks." APQC, n.d. Accessed 21 Feb. 2021.
Ruivo, P. J. (2020). The relationship between ERP Capabilities, Use and Value.
Roadmunk, "9 product prioritization frameworks for product managers", Accessed 15 May 2022.
Saxena, Deepak, and Joe Mcdonagh. "Evaluating ERP Implementations: The Case for a Lifecycle-based Interpretive Approach." The Electronic Journal of Information Systems Evaluation, vol. 22, no. 1, 2019, pp. 29-37. Accessed 21 Feb. 2021.
Wikipedia. (2022). Retrieved from Microsoft Dynamics 365 Business Central:

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Need Extra Help?
Speak With An Analyst

Get the help you need in this 4-phase advisory process. You'll receive 8 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Map Current-State Capabilities
  • Call 1: Scope requirements, objectives, and your specific challenge.

Guided Implementation 2: Assess Your Current State
  • Call 1: Build the D365F&O team. Align organizational goals.
  • Call 2: Map current state. Inventory D365F&O capabilities and processes. Explore D365F&O-related costs.
  • Call 3: Understand product satisfaction and vendor management.
  • Call 4: Review APA results.

Guided Implementation 3: Identify Key Optimization Opportunities
  • Call 1: Understand D365F&O optimization opportunities.
  • Call 2: Determine the right D365F&O path for your organization.

Guided Implementation 4: Build Your Optimization Roadmap
  • Call 1: Build out optimization roadmap and next steps.

Author

Ricardo de Oliveira

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