Microsoft Dynamics Sure Step 2010电子书

Microsoft Dynamics Sure Step 2010

Table of Contents

Microsoft Dynamics Sure Step 2010

Credits

Foreword

About the Authors

Acknowledgement

Acknowledgement

About the Reviewers

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Preface

What this book covers

What you need for this book

Who this book is for

Conventions

Reader feedback

Customer support

Errata

Piracy

Questions

1. Background and Concepts

The business solutions market

The importance of a methodology

Why it is critical to have a solid approach for selecting and deploying ERP/CRM solutions

What is Microsoft Dynamics Sure Step?

Microsoft Dynamics overview

What is a project?

Implementing the solution

ERP and CRM implementations—facts and figures

Summary

References

2. Solution Selling and Driving Due Diligence

Driving value for the customer and the solution provider

Value realization and measurement

What it means to be solution centric

Solution selling concepts

Solution selling—buyer's perspective

Building the trust

Building the vision

When to discuss feature/functionality or demo the solution

Staying aligned with the buyer

Vision processing—creation and reengineering

The Microsoft Solution Selling Process

Summary

References

3. Managing Projects

About projects and project management

Myths and resistance

Is project management overhead?

Is project management an obstacle to flexibility?

Is project management unsalable?

Why project management?

The alternative

Using our own methodology

Why quality-driven companies prefer project management

The four pillars of project success

Communication matters

Rule number 1: Communication requires interaction

Rule number 2: E-mail does not equal project communication

Rule number 3: Be brief

Rule number 4: Set clear expectations

Proactive attitude makes the difference

Rule number 1: Look ahead and prevent

Rule number 2: Proactive power requires interaction

Rule number 3: Measure for early warning signals

Creating a guiding project culture

The importance of closure

Project management essentials

The project lifecycle and phases

What is a phase?

Respect the phase-based approach

Project management processes

Break it up!

From estimate to follow up

The WBS as estimation instrument

Follow up based on WBS

The WBS as central concept

Project management adoption

The tireless quest for the perfect espresso

Embracing change

The indispensable organizational benefits

A core competency for your company

Profitable projects

Satisfied customers and happy employees

Summary

References

4. Selling with Sure Step

The Sure Step Diagnostic phase

The concept of Decision Accelerator (DA) Offerings

A repeatable process for the sales teams

Starting the discovery process with solution positioning

The first step to envisioning the future state

Identifying the right solution

Determining the infrastructure implications

Estimating the delivery costs, approach, plans, and roles

Reducing the risk perception

Estimating the Return on Investment (ROI)

Developing the project charter

Closing the sales cycle

Initiating the delivery cycle

Other usage scenarios for the decision accelerators

Solution selling to a current customer

Assessing the upgrade requirements

Applying the other Decision Accelerators on upgrade engagements

Supporting the customer's buying cycle

Defining the organizational needs

Determining the right solution

Understanding and mitigating risks

Approach for upgrading existing solutions

Positioning the solutions for specific industries

Manufacturing industry

The Public Sector industry

Extended CRM or xRM solutions

Future industry and cross-industry solutions

Summary

References

5. Implementing with Sure Step

Implementation approaches in Sure Step

The notion of phases and cross phases

Waterfall-based implementation project types

The Rapid project type

The Standard project type

The Enterprise project type

Setting up a program for solution rollout

Phased solution rollouts

Multisite engagements

The Sure Step waterfall implementation phases

The Analysis phase

The start of the project

Start your engines

Expect some delays

A chance to establish the project culture

A look back

A good project charter is priceless

Project planning sessions

Kick-off your communication culture

Wrapping up

To train or not to train?

The uncontrolled Analysis phase

Real-life analysis scenarios

Back to square one

Scope creep sneaking in

No issues, no risks

Analyze what?

Go for interim analysis deliverables

Managing scope creep during the Analysis phase by means of Fit/Gap Analysis

Do not forget about data migration

Interact with the infrastructure department

The Design phase

Do we really need a Design phase?

The risk of a passive Design phase

All activity in the Sure Step Design phase

We are implementing a standard package solution

From requirements to design

Document and implement

Initiate testing

Interact with the infrastructure department

Don't give up on data migration

Start planning the deployment

The Development phase

Developers only?

Develop and freeze custom code

Complete the testing

Last call for changes

Can process models still change?

Start finalizing

Finalize system configuration and ISV solution setup

Finalize design updates

Hand over non-production environments

The Deployment phase

What is critical for a successful deployment?

Trainers, evangelists for change

Conduct end-user training

Compose the trainer team

What about the data?

The go-live as the user acceptance test

Your continued key user interaction will now pay off

Early planning and commitment making the difference

The focus of the user acceptance test

Document and analyze the results

Execute performance tests

Infrastructure readiness

Check and cross check

Ready to take off

The Operation phase

Provide post-go-live support

Some things to do

Clear pending items

Finalize knowledge transfer

Conduct performance tuning and optimization

Transition the solution to support

To close or not to close?

Closing—a nice little job?

Building it up

The core challenge

Sign please!

The Agile Implementation project type

Summary

References

6. Quality Management and Optimization

Quality management manifestation in Sure Step

Quality control within the project types

Quality activities embedded in program management

Key quality and testing cross-phase activities

The Sure Step Optimization Offerings Roadmap

Technical review offerings

Architecture Review

Design Review

Customization Review

Performance Review

Upgrade Review

Health Check

Project oversight with the Project Governance and Delivery Review offering

Project Governance and Delivery Review

How customers and service providers can benefit from the optimization offerings

Summary

References

7. Upgrading with Sure Step

Upgrade assessment and the diagnostic phase

The Upgrade Assessment Decision Accelerator offering

When to use the other Decision Accelerator offerings

Determining the upgrade approach and release schedule

Delivering the upgrade

The Analysis and Design phases

The Development, Deployment, and Operation phases

Summary

References

8. Project and Organizational Change Management

The Sure Step Project Management Library

The Project Management disciplines

Risk Management

Scope Management

Issue Management

Time and Cost Management

Resource Management

Communication Management

Quality Management

Procurement Management

Sales Management

Organizational Change Management

Organizational Change Management in Sure Step

Define OCM Strategy

Align and mobilize leadership

Engage stakeholders

Align organization

Enable organization

The Sure Step "Projects" feature

Creating projects using the Project Creation Wizard

Creating projects on a local drive

Creating projects on a SharePoint server

Customizing Sure Step templates using the Projects Feature

Summary

References

9. A Practical Guide to Sure Step Adoption

Don't park your brain outside

Strategy execution

Change management

Why change initiatives fail

Underestimating the need for a clear vision of the desired change

Failing to clearly communicate the vision

Failing to build a substantial coalition

Permitting roadblocks against the vision

Not generating a sense of urgency tied to improved performance

Not building a plan for short-term wins

Failing to lead and coach changes in business behavior

Failure of managers to operate in and above day-to-day execution

Not practicing what you preach

Fail to anchor changes in business culture

The Sure Step adoption program

The adoption roadmap

Diagnose

The Sure Step champion

The V-team

Analyze

Design

Develop

Deploy

Operate

The adoption workshop

Executing the adoption workshop

The online adoption assessment

The cone of adoption

Map your position

Headlights on

The value of the adoption program

GROW into new behaviors

Sure Step for Independent Software Vendors

ISV classification

How ISVs can benefit from the Sure Step program

ISV artifacts for Sure Step

Sure Step and the Certified for Microsoft Dynamics program

Summary

References

10. Summary and Takeaways

What we now know about Sure Step

The Sure Step value proposition

A look back at the previous chapters

The future of Sure Step

Sure Step 2010 Content Pack 1

Service industries

Microsoft Dynamics GP 2010

Additional content and feature enhancements

Sure Step 2010 Content Pack 2

Microsoft Dynamics CRM 2011 and Microsoft Dynamics CRM Online 2011

Retail industry

Microsoft Dynamics NAV Role-Tailored Client guidance

Integrated customer care cross-industry guidance

Sure Step 2011 and beyond

Beyond Sure Step 2011

Key takeaways

Takeaways for customer due diligence and solution selling

Implementation takeaways

Sure Step adoption takeaways

General takeaways

Summary

References

Index