ERP & Business Consulting

Today I’ve completed delivering the Microsoft Dynamics Sure Step course in Belgrade, Serbia, and I totally enjoyed it. The discussions were great, there was a lot of experience accumulated in that room, and all of the thirteen people attending the training were participating and contributing knowledge.

Microsoft Partners often postpone the actual purchase of the customer’s NAV license until the project is fairly close to go-live. In the meanwhile, they do the development and the testing on-site (or off-site) using their own partner license. I’ve heard arguments (or better: excuses) to engage in this practice, and I have a very strong opinion on this.

Austin Merritt of Software Advice has posted an interesting analysis of a possibility of Microsoft entering the Electronic Medical Records (EMR) and Electronic Health Records (EHR) market through acquiring a strong existing player.

Panorama Consulting Group , the authors of the ERP report , have just made available two interesting tools: ERP Quick Diagnostic, and ERP Readiness Assessment. According to their website, if you are “in the early stages of selecting a new ERP software or if you’ve already completed your project, our ERP Quick Diagnostic will help you benchmark with other ERP projects across the globe”.

I’ve just got the news about Part III of Panorama’s ERP Report in my inbox. If you missed my analysis of the report , please read it first: part three builds on findings of the first two. I know that I am biased when writing about this, but how can I not be?

For a long time, the ruler of project reports was Standish Group ’s (in)famous Chaos report, which analyzed IT project success/failure factors. While many of the Chaos report’s findings applied to ERP implementation, the report as a whole was primarily about software development projects.

A short story about maritime trading, steamboats and Microsoft’s Azure Services Platform in short to mid-term ERP and Microsoft Dynamics NAV perspective This is a story of a business which failed, and it didn’t have to. It had all the capital and resources it needed to grow, it held a solid share in an expanding market.

You are consulting for a customer, and they ask you: – “There is a problem with setup for this item, when I calculate the requisition plan, the system suggests purchasing it, while I have it on another location, and I’d like it to suggest transferring it from that location, instead of purchasing it.

My last two posts have been a detour from my regular themes, into something that might remind you of human resources. I’ve explained what Microsoft Dynamics consultant does , and how it looks through phases of Sure Step implementation, and I promised to conclude this journey with explaining what I…

Yesterday, in my What does a Microsoft Dynamics consultant do? post I started explaining the job of an application consultant. As promised, today I’ll explain what duties an application consultant has in each of Sure Step phases.