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Chapter 2: Project Initiation and Planning in the Diagnostic Phase

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CHAPTER 2: PROJECT INITIATION AND PLANNING IN THE DIAGNOSTIC PHASE Objectives

The objectives are:

• Examine how to prepare and plan for a Diagnostic phase. • Decide, plan, and deliver the decision accelerators. • Identify and define the scope for the project based on results from

the decision accelerators. • Guide the customer toward the most efficient implementation

process and project type. • Produce time and cost estimates for the project. • Plan the resources for the project. • Plan for risks. • Create a project proposal. • Achieve customer sign-off.

Introduction The Diagnostic phase starts during the sales process and ends with an accepted proposal and statement of work for the next part of the implementation project. The goal of the Diagnostic phase is to gather sufficient information to define the high level project scope and make a confident proposal for the remaining phases of the implementation.

The major deliverable is the implementation proposal and statement of work.

Microsoft Official Training Materials for Microsoft Dynamics ® Your use of this content is subject to your current services agreement

Project Managing Microsoft Dynamics® AX, Microsoft Dynamics GP, and Microsoft Dynamics NAV Implementations with Microsoft Dynamics Sure Step 2010

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Preparing for the Diagnostic Phase This case study begins with the Diagnostic phase. However, before this phase is performed, it is necessary to prepare for several activities. Typically the Diagnostic phase activities are sales related. Diagnostic activities support and reinforce the sales activities and prepare for the upcoming project.

This case study does go into such a process for Trey Research. Trey Research has engaged with a new prospect to implement a Microsoft Dynamics ERP product.

The diagnostic preparation process takes place in January 2010.

FIGURE 2.1 DIAGNOSTIC PREPARATION TIMELINE

The Opportunity Briefing

The goals of the Opportunity briefing are as follows:

• Define and organize the Consulting Sales Team for the Diagnostic phase.

• Perform an opportunity knowledge transfer to all members of this Sales Team.

This activity starts with the Sales Team represented by the Sales Representative or the Account Manager briefing the Engagement Manager on the opportunity.



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The Engagement Manager must evaluate the scope of the opportunity and the resources needed for handling it, and extend the Sales Team with additional participants. Typically the roles of the Application Consultant, Solution Architect, and Development Consultant are part of the Sales Team.

The Opportunity briefing includes the following:

• The internal briefing meeting. • The opportunity knowledge transfer. • Sales Team organization. • Customer alignment meeting.

Opportunity Knowledge Transfer

The goal of the internal briefing meeting is to brief the internal Consulting Sales Team members on the customer opportunity and to transfer knowledge on the customer opportunity from the person responsible for the sale to the other participants from the consulting organization.

The following knowledge areas are addressed in the internal briefing meeting:

• Customer's general need for a business solution. • Current system and the reason for changing it. • Current master data and transaction volume. • Number and type of users. • Timeline for an implementation. • Whether a budget is available. • What competitors the customer is engaging with.

Additional knowledge areas can include the following:

• Description of the customer organization. • Decision makers at the customer organization. • Key people in favor or against a new business solution. • Background on the existing business system. • General understanding of the customer's industry. • General understanding of the customer's primary functionality needs. • Next steps with the customer.

This knowledge transfer can be part of the internal briefing meeting, or if the information is more extensive, it can be done in a separate meeting.



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The Next Step: Decision Accelerators

Microsoft Dynamics Sure Step includes a variety of decision accelerators to address customer questions and reduce risk in a project. These accelerators are intended to decrease the sales cycle while benefitting the customer and project.

Decision accelerators can address questions such as:

• What are my business needs? • Does a Microsoft Dynamics ERP solution fit my business needs? • How will my business work with this new system? • How will a Microsoft Dynamics ERP solution scale to meet my

needs? • How much should I budget for an implementation? • How do I justify to management the implementation benefits versus

costs?

Microsoft Dynamics Sure Step provides the following seven decision accelerators:

• Requirements and Process Review: the goals of this decision accelerator are to document the high-level requirements and business processes that should be considered in the scope of the ERP implementation. These will then be key factors in the customer's decision. This includes functional and non-functional requirements, as well as integration/interface requirements.

• Fit Gap and Solution Blueprint: the objective of this decision accelerator is to determine the degree of fit to the business. A Fit Gap Analysis is a list of business requirements and how they will be addressed in a Microsoft Dynamics ERP solution. A Solution Blueprint is a functional document listing how the business would use a Microsoft Dynamics ERP solution.

• Architecture Assessment: this decision accelerator identifies production infrastructure and hardware requirements to meet the customer's requirements for the ERP deployment. This can include any combination of the three offerings available in this accelerator: Architecture Assessment, Proof of Concept Benchmark, and High Availability and Disaster Recovery.

• Scoping Assessment: this tool provides a high level implementation approach for the Microsoft Dynamics ERP solution including scope, schedule, cost, and resources.



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• Proof of Concept: this tool is designed to gain management support and confidence in the solution. A Microsoft Dynamics ERP solution is configured in the client's test system around certain critical requirements and demonstrated to their decision makers in a conference room setting to validate requirements.

• Business Case: this decision accelerator aids in projecting return on investment (ROI) based on industry benchmarks, estimating total cost of ownership (TCO), and understanding the benefits of implementing a Microsoft Dynamics ERP solution.

• Upgrade Assessment: the goal of this decision accelerator is to identify the impacts of upgrading an existing implementation and to highlight areas of feature enhancements, complexities, and risks. This accelerator can include both an upgrade assessment and/or an upgrade readiness offering.



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Lab 2.1 - Internal Briefing Meeting The purpose of this lab is to become familiar with the prospect and the project, the same as in an actual implementation. This case is used throughout the remainder of this course.

The Sales Representative of your company, Allison Brown, initiated sales activity for a prospect company, Tailspin Toys. Allison briefs you on key information that as the Project Manager, is needed to initiate the Diagnostic phase. She also briefs you on the desired outcome of the Diagnostic phase.

Scenario

On January 16,Allison Brown received a phone call from Tailspin Toys confirming that Trey Research is on the short list of vendors for this implementation. Tailspin Toys also requested that Trey Research produce a quote, a project plan, and a schedule.

You are asked to be the Project Manager for this project and to engage in the Diagnostic phase. In this lab you are to attend Allison Brown's internal briefing meeting on January 17.

NOTE: The instructor will play the role of Allison Brown and present a slide presentation that Trey Research created for the briefing meeting.

Goal Description

Consider this case as a real life project, where you are at the early starting point, on the crossroads between sales and project activities. This momentum typically comes with only partial information, confusion, and a lot of questions.

This case study will try to simulate a real life project, where there can be confusion and a need to deal with many questions. This lab provides a first insight into the case study.

Step by Step

Obtain your first insight into this project by attending the internal briefing meeting that will be organized by the instructor. Refer to the Meeting Agenda for 1/17/10 and take notes using the Meeting Minutes for 1/17/10 template provided.



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Lab 2.2 - Review Preliminary Project Information This lab focuses on the preparation process for the Diagnostic phase.

You need to review the first available project information, and answer questions located in this lab.

Scenario

Allison Brown introduced you to key information about your new prospect, Tailspin Toys, and their business. She also made her information available in the project repository that you created for this project.

Goal Description

The goals for this lab are as follows:

• Learn how to find the relevant project documents for this point in the project lifecycle.

• Become more familiar with project documents based on the Microsoft Dynamics Sure Step templates.

• Discover the outlines of the project specific context for this case.

To achieve these goals, review the following files in the project repository:

• Meeting Agendas and Minutes

Step by Step

Step 1 - Locate the documents containing the meeting information.

• Open and read the Meeting Agenda for 01/05/10. • Open and read the Meeting Minutes for 01/05/10. • Open and read the Meeting Agenda for 01/09/10. • Open and read the Meeting Minutes for 01/09/10.



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1. In which sector is Tailspin Toys active?

2. What is the planned duration of the meeting on 01/05/10?

3. What is known about the product ranges and categories from Tailspin Toys?



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4. Describe the challenges for Tailspin Toys? Describe the vision of the CEO in this context.

5. Did your company organize a demonstration? If so, what was the date and the subject of the demonstration?

6. Is there a need for consolidation or intercompany accounting within Tailspin Toys?



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7. Were any gaps listed after the demonstration session? If so, can the gaps identified be listed?

8. List the important functionalities identified during this demonstration session?

Step 2 - Review the Opportunity Briefing Notes found in the Meeting Agenda and Minutes for 01/17/11.

IMPORTANT: Remember, the Meeting Minutes from 1/17/09 were taken by you during the internal briefing with Allison Brown.



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9. Who are the primary customers of Tailspin Toys?

10. List the departments for Tailspin Toys and the number of employees for each department.

11. What is the compelling reason for Tailspin Toys to switch to a new system?



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12. Identify the team members participating in the project and their relative level of experience.



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Lab 2.3 - Select Decision Accelerators The goal for this lab is to identify if there is a need for decision accelerators and, if so, to identify which decision accelerators are applicable to this implementation.

The decision accelerators need to be considered as mini-projects preceding the actual implementation project. As an implementation company, you are free to decide which of the decision accelerators to use for your specific project.

The choice of which decision accelerators to use is strongly dependent on the customer's needs and how far you are in the sales cycle. In some cases, you may find them beneficial to reduce risk and increase the customer's confidence level to proceed with the project.

Scenario

The prospect, Tailspin Toys, selected Trey Research as a vendor on their shortlist for this project. During the telephone call on January 16, they asked for your further engagement.

Evaluate if there is a need for decision accelerators, or if the creation of a quote can be continued without further information and engagement from your prospect.

Depending on the outcome, define the next steps for the Diagnostic phase and determine what is needed to continue. Once these steps are defined, convince Tailspin Toys of this approach.

Goal Description

Choose the package of services that makes your due-diligence process effective and provides the information needed to make an informed investment decision.

Try to make the selection the same as if in a real life context. It is important to understand why you might use one decision accelerator but not another.

IMPORTANT: For this lab multiple correct answers are possible. There is no such thing as only one correct answer to this question. It all depends on the motivation of your answer.

However, there is a proposed solution. This will be communicated by the instructor at the appropriate time and can be discussed in the class. The continuation of this case is based on that proposed solution.



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Step by Step

Step 1 - Define if there is a need for using decision accelerators.

1. Is there sufficient information to define the scope of the project?

2. Is there sufficient information about possible risks involved with this project?

3. List the different (non-upgrade) implementation approaches of Microsoft Dynamics Sure Step implementation strategy.



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4. Is there sufficient information to define the implementation approach?

5. Is there a clear view on the degree of Fits and Gaps?

6. Is there any specific information missing that is necessary to produce a quote and an implementation strategy?



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7. Do you, as the Project Manager, see the need for the use of decision accelerators?

Step 2 - Define which decision accelerators to use and why. Also discuss why you would not use a specific decision accelerator.

IMPORTANT: Refer to the Decision Accelerator information and documents available in Sure Step for guidance on selecting decisions accelerators for the project.

8. Will you continue with the Requirement and Process Review decision accelerator? Be sure to document the reasons why it will, or will not be used for this specific case.



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9. Do you plan to use the Fit Gap Analysis and Solution Blueprint decision accelerator? Be sure to document the reasons why it will, or will not be used for this specific case.

10. Do you plan to use the Proof of Concept decision accelerator? Be sure to document why it will, or will not be used for this specific case.

11. Do you plan to use the Architecture Assessment decision accelerator? Be sure to document why it will, or will not be used for this specific case.



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12. Do you plan to use the Scoping Assessment decision accelerator? Be sure to document why it will, or will not be used for this specific case.

13. Do you plan to use the Business Case decision accelerator? Be sure to document why it will, or will not be used for this specific case.

14. Do you plan to use the Upgrade Assessment decision accelerator? Be sure to document why it will, or will not be used for this specific case.



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15. In summary, list which decision accelerators you want to implement for this project.

Step 3 - Prepare your case to convince the prospect regarding your next steps.

16. In your opinion, what are the key business benefits of using a Diagnostic phase in general and decision accelerators specifically?

17. What are your planned next steps?



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18. If decision accelerators are implemented, will Tailspin Toys be charged for the time you invested in performing this analysis? Explain your decision.

Step 4 - Prepare a meeting agenda for the project initiation meeting on January 21, 2010 with Tailspin Toys.

Use the provided Meeting Agenda for 1/21/2010 to document your agenda for the meeting to discuss the next steps and process for the project. In the next lab, you will be asked to present to the class as if they were attending your meeting as Tailspin Toys' team members.



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Lab 2.4 - Initiate Project Meeting The goal for this class discussion is twofold. First, listen to the other students' views on how to approach this project, and second, discuss the next steps you believe need to be taken.

Scenario

On January 21, 2010, present your conclusions and view on the future steps to the prospect. You can do this during the planned meeting.

Present your case to the class based on the information reviewed and conclusions made during previous labs. Use the Meeting Agenda you prepared in the lablab 2.1.4 as a guide for the meeting.

If you do not present your case in class, take meeting notes during the presentation and discussion. Use the provided template for Meeting Minutes for 1/21/10 to record your notes.

Be actively involved with the class discussion and be prepared to discuss why you did or did not select specific decision accelerators as well as the benefits and/or risks associated with each.

IMPORTANT: The case study proceeds from this point assuming that the recommendation is to perform a Requirements and Process Review, Fit Gap Analysis and Solution Blueprint, and a Scoping Assessment. Although many different approaches could be taken, this is the one selected for this case study.



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Delivering Decision Accelerators The decision accelerators need to be considered as mini-projects preceding the actual implementation project.

Each decision accelerator is configured out of the same steps:

• Pre-kickoff for the decision accelerator: prior to the Kickoff Meeting, the Delivery Team needs to meet to review the customer's needs and expectations. During this meeting the content of the kickoff presentation should be agreed upon, along with individual roles and responsibilities for the duration of that specific decision accelerator.

• Kickoff for the decision accelerator: the Kickoff Meeting is where all participants agree on the engagement's delivery, goals, deliverables, and schedule. The Kickoff Meeting is the first meeting between the consulting organization and the customer.

• Perform activities for the decision accelerator: based on the required input deliverables for a decision accelerator, the Delivery Team needs to review the information provided in those input deliverables and produce a key output deliverable that includes guidance about the prime objective of the decision accelerator.

• Review presentation and customer sign-off for the decision accelerator: the Delivery Team needs to prepare for and conduct a presentation for the customer. This presentation needs to contain at least the key conclusion from the review activities and must be approved by the customer by signing off for approval.



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Lab 2.5 - Requirements and Process Review The goal for the Requirements and Process Review decision accelerator is to review the customer or prospect's current process to determine their future requirements.

Scenario

The use of this decision accelerator will occur between January 21, 2010 and February 27, 2010.

FIGURE 2.2 DECISION ACCELERATOR TIMELINE REQUIREMENTS AND PROCESS REVIEW

Goal Description

As the Project Manager of this decision accelerator, it is your responsibility to plan and conduct the Kickoff Meeting on February 2, 2010. Before that you need to determine the members of the Delivery Team for this decision accelerator and brief them during the pre-kickoff meeting. The Delivery Team needs to review the requirements and produce a review report. This report needs to be presented to the customer for approval.

The goal for this lab is to become familiar with the process and requirements for this project. It also helps you learn how to use the Microsoft Dynamics Sure Step templates and tools.



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Step by Step

Step 1 - Select your delivery team members for this decision accelerator.

The following is a list of Trey Research employees who have sufficient availability for this project.

Trey Research

Sales Representative Allison Brown

Project Manager You

Engagement Manager Roland Wacker

Application Consultant Brian Burke

Development Consultant Jim Wilson

Technology Consultant Heather Murchison

1. Which consulting roles can be deployed for this decision accelerator?

2. Who do you think will be the person primarily involved for this decision accelerator?



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3. What will be the key responsibilities for this person during this decision accelerator?

4. List the items that you believe might have a negative impact on the success of the Requirements and Process Review decision accelerator.

5. List the elements that need to be addressed with the customer during the Kickoff Meeting.



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Step 2 - Review the necessary input information for this decision accelerator.

On February 2, Brian Burke sent the role-tailored questionnaire to Tailspin Toys. In addition, Brian and Heather Murchison interviewed key Tailspin personnel between February 2 and February 22.

Your consultants also delivered the following documents which were prepared by Tailspin Toys to document their high level requirements and to serve as inputs to this process.

• Business Process Overview Spreadsheet • Functional and Non-Functional Requirements Spreadsheet • High Level Integration Requirements Spreadsheet

As a Project Manager you need a high level overview on what is important for this project.

IMPORTANT: This lab uses the Role-Tailored Questionnaire for Microsoft Dynamics AX. However, it is recommended that you spend a few minutes reviewing the available questionnaires and resources in Sure Step for the Requirements and Process Review. Many of these resources are product-specific, and can be further adapted to meet your specific implementation needs.

6. Do the customers of Tailspin Toys fall into any logical class groupings?



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7. Does Tailspin Toys allocate expenses by percent of fixed units?

8. Whay is the current issue with performing a match of orders to receipts to vendor invoices for the payables staff?

9. Does Tailspin Toys track any item attributes? If so, which ones?



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10. Do Tailspin Toys' products fall into any logical class groupings?

11. Does Tailspin Toys require Lot or Serial Number assignment in Inventory?

12. Are there any known tax issues?



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13. List below the quality assurance (sub) processes that are in scope of this process.

14. List the customer service (sub)processes that are in scope of this process.

15. List all important functional requirements related to warehouse management.



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16. Which functional requirements related to sales are considered critical?

17. Which "nice to have" functional requirement(s) were introduced by Russell King?

Step 3 - Understand the Requirements and Process Review process

You will be asked to review portions of the Requirements and Process Review Delivery Guide to better understand how to review the provided input information.



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18. List which items are considered in scope for the review and have been reviewed accordingly and which are not.

19. According to section 5 of the delivery guide (Performing the Review), what are critcal issues you may encounter?

20. What are some non-critical issues you may encounter according to the delivery guide?



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21. Now that you have reviewed the input information, what would be the next step(s) in the review?

HINT: The standard process flows referenced in the Requirements and Process Review Delivery Guide are available in the Detailed Business Process Analysis activity in the Analysis phase. It is recommended that you take a moment to review what is available based on your ERP background.

Step 4 - Review Brian Burke's final presentation covering the Requirements and Process Review for Tailspin Toys.

Brian Burke has completed the requirements and process review, and created a presentation to summarize the results. Review the presentation to understand the current state of the project.

HINT: This lab uses the Microsoft Dynamics Sure Step template for the Requirements and Process Review Final Presentation to convey the results of the decision accelerator as well as the completed questionnaire. However, you may also choose to summarize the results of the Requirements and Process Review in to a draft of the Functional Requirements Documents to be refined in the Analysis phase.



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22. What critical issues did Brian identify in his review?

23. How many non-critical issues did Brian identify?

24. As a Project Manager you need to make a decision about what your next steps will be. With the information that is known at this point, would you still choose the same decision accelerators?



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Step 5 - Complete the Next Steps section of the Requirements and Process Review Final Presentation.

Summarize your recommendations based on the outcome of this accelerator.

Step 6 - Review the relationship of the Requirements and Process Review to the Functional Requirements Document.

Locate the Microsoft Dynamics Sure Step template for the Functional Requirements Document. Review the content and consider how the Requirements and Process Review can serve as an input to an initial draft of the FRD. Be prepared to discuss your thoughts in class.



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Lab 2.6 - Fit Gap and Solution Blueprint The Fit Gap and Solution Blueprint decision accelerator is an assessment that determines how much customization of a Microsoft Dynamics ERP solution is required to meet the customer's needs.

The aim of the Fit Gap and Solution Blueprint engagement is to validate and understand the Degree of Fit of a Microsoft Dynamics ERP solution to business and IT requirements, identify the major customizations that will be required to address customer requirements, and provide the customer with an understanding of how Microsoft Dynamics will work in their business.

Scenario

After the final presentation on February 27, Tailspin Toys agreed that it first needs to make a decision about the extent of the implementation in relation to the actual cost, in time and budget, before going ahead with the implementation. At this point Tailspin Toys still has too many questions regarding both the Microsoft Dynamics ERP solution and Trey Research's project implementation approach. Because there are still some other partners in contention for the project, Tailspin Toys has decided it must continue gathering information before it can make an informed decision.

Given this scenario, you strongly recommend that an Architecture Assessment be performed to analyze Tailspin Toys' infrastructure and hardware requirements. However, this will be performed internally by Tailspin Toys' IT department, as stated clearly during the first pre-sales meetings.

Your next step is to evaluate the Microsoft Dynamics ERP functionality in relation to Tailspin Toys' requirements, and then provide the customer with an understanding of how the Microsoft Dynamics ERP solution will work in their business. To achieve this goal, you have decided to do the following:

• Meet with Project Sponsors to confirm the scope of the engagement. • Review already documented functional and integration requirements

(this input may include documentation from the Requirements and Process Review or other similar work effort by the Customer).

• Conduct several days of demonstration-based Fit Gap Analysis workshops to review the requirements and determine the Fits and the Gaps.

• Produce a Fit Gap Spreadsheet and Solution Blueprint Report. • Meet with the Project Sponsors and present the findings of the

engagement.



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The timeline of these activities is as follows:

FIGURE 2.3 DECISION ACCELERATOR FIT GAP AND SOLUTION BLUEPRINT TIMELINE

The project scope was confirmed by project sponsors during the final presentation on February 27, 2010. The application consultant, Brian Burke, reviewed the documented requirements during the previous decision accelerator.

Between March 2 and March 6, Brian Burke conducted the Fit Gap Analysis workshops together with the customer. The conclusions of the Requirements and Process Review Report were validated with the customer during these workshops.

Based on the information that Brian gathered, he created the Degree of Fit Analysis document (also called the Fit Gap spreadsheet). On March 13, he created the Fit Gap and Solution Blueprint Report. This document confirms the Fit Gap summary and gives direction for the future solution.

On March 16, a closeout meeting is being held with the project sponsors. The purpose of this meeting is to validate the report's conclusions and to discuss the next steps in the project.



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Goal Description

In this lab you and your team need to:

• Determine the Degree of Fit and the Degree of Gap for your project. • Validate the degree of Fit and create a solution blueprint for the

future implementation.

Brian Burke prepared both the Fit Gap Analysis Worksheet and the Fit Gap and Solution Blueprint Report for the following functional areas:

• Financial Management • Bank Cash Management • Fixed Assets • Accounts Receivable • Accounts Payable • Trade • Inventory - Logistics • Administration - Security • Workspace Collaboration • Reporting

As Project Manager, you are asked to complete both these reports for the Customer Service and Quality Management departments. This means that you need to identify the Degree of Fit Gap for these two areas and build a solution blueprint for each.

Step by Step

Step 1 - Locate and review the Fit Gap Analysis Worksheet.

IMPORTANT: This lab relies on the Fit Gap Analysis Template for Microsoft Dynamics - Process-Based . However, it is recommended that you review the product-specific Fit Gap Analysis Samples available in Sure Step to assist your understanding of the process.



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1. In the Fit Gap Analysis Worksheet, business requirements are categorized. List all categories by which requirements can be grouped.

2. What is your opinion of the difference between a Standard feature and a Configuration feature?

3. What is your opinion of the difference between Customization and the ISV Solution?



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4. In which area are most of the requirements found?

5. What is the Degree of Fit after Brian Burke's investigation so far?

6. Which areas are subject to customization?



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Step 2 - Complete the Fit Gap Analysis Worksheet for the requirements related to Customer Service and Quality Control.

To do this, review both the Functional and Non-functional Requirements Spreadsheet and the Requirements and Process Review Report.

HINT: Open the Fit Gap Analysis Worksheet and navigate to the Industry Specific 1 and 2 tabs which will be used for Customer Service and Quality Control requirements. Make sure the rollout phase set on Phase 1.

HINT: Apply the knowledge you have of any Microsoft Dynamics ERP solution to determine if the requirements specified would be a fit or a gap for AX, GP, or NAV. The key for this lab is to understand the template and process for conducting a fit gap analysis, so do not focus too much on the product functionality itself. If other students in the class work with the same Microsoft Dynamics ERP package, you are encouraged to share ideas and brainstorming with them as well.

Step 3 - Complete the Microsoft Sure Step Fit Gap and Solution Blueprint Report for the requirements related to Customer Service and Quality Control.

IMPORTANT: Due to different ERP backgrounds, you may find that your results in the Fit Gap Analysis and Solution Blueprint differ from those proposed in the lab. For example, you may not have found customization is necessary for Customer Service and/or Quality Control. If this is the case, update the appropriate section o the Fit Gap and Solution Blueprint Report with your findings.

Review the Fit Gap Analysis Worksheet, and then perform the following tasks:

1. Complete the Microsoft Sure Step Fit Gap and Solution Blueprint Report. In Chapter 1, complete the In Scope and Out of Scope sections.

2. Add an executive summary in Chapter 3 (executive summary) of this report. Include in this section how many requirements are reviewed and the Degree of Fit. In addition, explain what the degree of Fit means so that your prospect understands what the Fit % refers to. o Chapter 3 in the Fit Gap and Solution Blueprint Report contains

a section starting with the following text: To achieve a complete fit to Tailspin Toys' Core Business Requirements, development using the available Microsoft Dynamics ERP development tools would need to be undertaken for the following requirements:. Complete the requirements listing for Customer Service and Quality control.



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3. In Chapter 5 of the Fit Gap and Solution Blueprint Report complete the Functional Fit Analysis introduction as well as the following sections: 5.3.4 Customer Service Customizations and 5.3.5 Quality Control Customizations

4. In Chapter 5 of the Fit Gap and Solution Blueprint Report complete section 5.3.8, the Customization Requirements Summary with the requirements for Customer Service and Quality Control with a category of customization.

Step 4 - Define the next steps.

Complete Chapter 8 of the Fit Gap and Solution Blueprint Report with your recommendations for the next steps.



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Lab 2.7 - Scoping Assessment The purpose of the Scoping Assessment is to help to more fully understand the customer's requirements. Based on this information, determine which customizations are within the scope of the project, and recommend how those customizations can be implemented.

Scenario

As Project Manager, you are now at a point in the project to formalize the scope. The Scoping Assessment will take between one and two weeks to complete.

FIGURE 2.4 SCOPING ASSESSMENT TIMELINE



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Goal Description

The recommended approach details how to implement Microsoft Dynamics in an efficient manner while minimizing risk and keeping costs to a minimum. To achieve this, the Assessment team will perform the following:

• Analyze the customer requirements to understand the scope of the project.

• Analyze the outputs from any other diagnostic service offerings that are completed.

• Analyze inherent constraints in the processes to understand the logical way things are done.

• Impose constraints on processes based on the Microsoft Dynamics ERP approach to similar processes.

The Scoping Assessment delivers a report where an overall recommendation is made on how the project needs to proceed. Included in this will be the implementation cost, resource, task, organization, and role breakdowns.

Step by Step

Step 1 - Determine the scope and risks for this decision accelerator.

1. Which are potential risks for the quality of this assessment?



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2. Find out what is in and out of scope for this assessment from the Scoping Assessment Delivery Guide.

Step 2 - Review necessary output from previous decision accelerators.

3. List the documents (prepared by the consultants) that will prepare you as the Project Manager for this scoping assessment.

4. How many critical requirements does the customer have? In which document is this information found?



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5. List the critical requirements and assign one of the following categories to each:

• Standard Feature • Configuration • Customization

HINT: Assign these values based on the available information in the Fit Gap Analysis Worksheet.

IMPORTANT: Due to different ERP backgrounds, you may find that your results in the Fit Gap Analysis and Solution Blueprint differ from those outlined here. For example, you may have different solutions regarding which critical requirements require customization. It is acceptable for your answers to vary from the solutions proposed due to this difference. This is true for the questions under Step 3 in this lab as well.

Step 3 - Determine the implementation scope.

6. From the Summary tab in the Fit Gap Analysis Worksheet define which business areas need more analysis because of the configuration that is required.



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7. From the Summary tab in the Fit Gap Analysis Worksheet define which business areas need more analysis because of the customizations that are required.

8. Which of the requirements need customization?

9. What is the overall degree of Fit? Does this justify an implementation of a Microsoft Dynamics ERP product?



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10. List the proposed Microsoft Dynamics ERP modules to be implemented according to the Fit Gap Analysis and Solution Blueprint Report.

11. How many and which customized reports need to be developed?

12. Chapter 6, section 6.1 of the Fit Gap and Solution Blueprint Report, includes the Conceptual Design Summary. Summarize what you see there. Is it important to include this?



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Step 4 - Build up the Dynamics Costing Worksheet.

13. Open the Dynamics Costing Worksheet. Which tabs are found in this spreadsheet?

14. What is the general purpose of this document? In other words, what kind of input do you need to deliver as the Project Manager?

15. How many hours a day and days a week does Trey Research work? On which tab can you find the information? Why is this information important for your cost estimation of the project?



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16. What information do you need to enter on the Rates tab? Enter whatever is customary in your company/country.

17. Go to the Project Plan and Resources tab. For which project components do you need to enter cost estimates? What do these components resemble?

18. What information do you need to enter the cost estimates on the Project Plan and Resources tab? Where would you find the required information?



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19. Open the Costs by Component tab. What critical assumptions were made when preparing the cost estimates?



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Planning the Project Project planning is mostly a matter of drawing conclusions and packaging information and documentation already gathered and produced in preceding activities. This involves the following:

• Summarizing the high-level scope for the project. • Choosing the implementation approach. • Defining the skills required, and the proposed roles and

responsibilities. • Assessing the risks. • Creating a time estimate.

These activities should result in the initial creation of a:

• High-level Project Charter. • High-level Project Plan.

These documents are the main input to, and are further developed in the Analysis phase as part of the detailed Project Planning activities once the engagement is initiated.

Summarizing the High Level Scope

The Project Manager needs to summarize in and out of scope elements. This needs to be based on the requirements identified, defined, and documented in the previous Diagnostic activities. At a high level, these include the business processes, functional and non-functional requirements, as well as integration and interface requirements.

This summary is the initial content for the High Level Project Charter.

IMPORTANT: There is no lab for this activity in the case study, and it is engaged without a high level Project Charter. Microsoft Dynamics Sure Step allows using whatever documents are necessary to manage your project.

In this case make use of the Statement Of Work (SOW). More on the SOW is found in the lesson titled Managing the Project Proposal. If preferred, both documents can be used.



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Choosing the Project Type

Project Types are different ways to deliver an implementation. Microsoft Dynamics Sure Step provides the following project types:

• Standard: the Standard project type is an approach for implementing a single Microsoft Dynamics ERP solution at a single site with customer-specific features and moderate-to-complex customizations.

• Agile: the Rapid project type uses an iterative, incremental development process to create a Microsoft Dynamics solution. Using a series of sprint cycles, the customer has greater control over the final solution as requirements and processes are developed and refined over time.

• Enterprise: the Enterprise project type represents a standardized approach for implementing a Microsoft Dynamics ERP solution in a global/multi-site organization wherein country/site specific unique business needs must be factored in addition to a core solution.

• Rapid: the Rapid project type depicts an accelerated approach for implementing a Microsoft Dynamics ERP solution with minimal or no customizations.

• Upgrade: the Upgrade project type describes the approach for taking an existing Microsoft Dynamics ERP solution to a subsequent release of that solution.

IMPORTANT: Additional information and circumstances regarding each project type can be found in Microsoft Dynamics Sure Step.



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Recommendation Criteria

The following chart provides guidance when selecting the appropriate project type:

FIGURE 2.5 RECOMMENDED PROJECT TYPES FOR RAPID, AGILE, STANDARD AND ENTERPRISE

IMPORTANT: The chart shown above and additional information regarding project type selection can be found in Microsoft Dynamics Sure Step by clicking Additional Resources, then clicking Guidance on Project Type Selection .



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Lab 2.8 - Define the Project Type for the Case The goal for this lab is to determine which project type best fits this Tailspin Toys implementation. This is accomplished by interpreting the information gathered in the decision accelerators and by matching this information to the recommended project type criteria.

Scenario

As the Project Manager, select which project type is the most appropriate for the Tailspin Toys project.

By now, all the necessary decision accelerators are complete, and these assessments delivered the necessary information and a solid basis for your selection.

Goal Description

Choose and recommend the project type for the Tailspin Toys implementation.

Step by Step

Step 1 - Identify which project type you selected.

IMPORTANT: For this lab multiple correct answers are possible. There is no one correct answer to this question. It all depends on the information you have collected and the decisions you have made in the prior exercises.

However, there is a proposed solution. This will be communicated by the instructor at the appropriate time and can be discussed in class. The continuation of this case is based on that proposed solution.

1. Indicate why you did or did not select the Standard project type?



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2. Indicate why you did or did not select the Agile project type?

3. Indicate why you did or did not select the Enterprise project type?

4. Indicate why you did or did not select the Rapid project type?



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Lab 2.9 - Create the High Level Project Plan With this lab, examine how to perform an assessment of the time required to execute the implementation for Tailspin Toys.

Scenario

To develop a project schedule for the Tailspin Toys implementation, use Microsoft Office® Project to complete the Project Plan template for the Standard Project Type.

FIGURE 2.6 PROJECT PLANNING TIMELINE

Goal Description

The goal of this lab is to understand that Microsoft Dynamics Sure Step includes project plans based on a work breakdown structure for each project type.

These tools help save time and gain efficiency in project management activities. It is no longer necessary to create these work breakdown structures and project schedules. Time can now be spent on refining and completing these tools for a specific project.

IMPORTANT: The goal is not to learn about Microsoft Office Project. Other training courses specific to Microsoft Office Project serve this goal.



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It is necessary to experience and understand how the available work breakdown structure and project plan can help in the daily activities.

Step by Step

Step 1 - Open the Project Plan for the Standard Project Type.

1. Which phases are listed in the Tasks?

2. What is the column in front of Task Name? What does it signify?

Task: Expand the Task column for each phase.

Step 2 - Complete the Project Plan for the Standard Project Type.

A spreadsheet, Project Planning Analysis Input, is created to serve as input for the High Level Project Plan. This spreadsheet contains the deliverables and activities planned for Tailspin Toys' Analysis Phase.

• Review the Project Planning Analysis Input spreadsheet. • Complete the Project Plan based on the information provided in the

spreadsheet.

NOTE: In a real life project the planning effort continues for the phases after analysis. In this case study do not continue planning all the upcoming phases.



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NOTE: This spreadsheet is not a standard Microsoft Dynamics Sure Step template, but was created especially as input for this case study.



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Lab 2.10 - Project Planning Discussion Scenario

Discuss the creation of the Project Plan in class. As part of the discussion, identify the benefits of the Project Plan template.



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Managing the Project Proposal Proposal Management is a cross-phase activity that needs to be executed within all phases of the project implementation life cycle to monitor the agreed project scope and actively ensure that the project stays on track.

Earlier in this chapter, we stated that the Diagnostic phase starts during the sales process and ends with an accepted proposal and statement of work for the next part of the implementation project. This means that the Project Proposal and the Statement of Work are the ultimate deliverables for the Diagnostic phase. Proposal Management is discussed further in the Diagnostic phase in Sure Step under the heading Final Licensing & Services Agreements.

The Statement of Work

The Statement of Work (SOW) outlines the engagement for a commercial decision to be taken. This includes ensuring that the scope and all other recommendations on project execution are well analyzed, documented, and agreed upon between the vendor and the customer.

Budgetary Estimate Proposal

The Budgetary Estimate Proposal is used when a customer wants a Rough Order of Magnitude (ROM) level of effort for services. This is a sales document used to document estimates at the end of the Diagnostic phase. You can add this information to the SOW.



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Lab 2.11 - Create the Statement of Work By this time, as the Project Manager, you should have all the necessary high level project information. You and your team obtained a high level view on the project scope by delivering the relevant decision accelerators, and this enabled you to choose the most appropriate project type. You also have an indication of time and cost estimates for this implementation project. Together with preliminary information on risks and resources to be deployed, you can now start building the project proposal.

Scenario

Based on the following timeline, you now need to create the Statement of Work (SOW) for the Tailspin Toys project.

FIGURE 2.7 PROPOSAL MANAGEMENT TIMELINE

Goal Description

In the SOW, create the basis for the commercial engagement. This means that conclusions need to be made on which to build the proposal, as well as to continue the implementation of this project. Conclusions need to be made for following areas:

• Project Objectives and Scope • Project Approach, Timeline and Service Deliverables



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• Project Organization and Staffing • General Customer Name Responsibilities and Project Assumptions

Since the project is still in the Diagnostic phase, only make high level conclusions. These conclusions will be refined during the Analysis phase.

Step by Step

Step 1 - Review the Statement of Work template.

Open the available SOW template in Sure Step and review its content.

Step 2 - Create the SOW for Tailspin Toys.

Retain the high level overview. What information from previous steps and activities delivered relevant information for this activity? What elements are necessary to build a solid foundation for your proposal? You do not need to complete the entire statement of work, but instead plan out the key areas they you feel are critical to complete. What type of information would you include? What are the key points you wish to convey about the project?

Move this information into the SOW template for Tailspin Toys.



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Lab 2.12 - Present the Statement of Work Scenario

On March 27, Tailspin Toys expects you to present your proposal for the implementation of a Microsoft Dynamics ERP solution.

Goal Description

The instructor will moderate a class discussion about the content of the SOW. Participate actively and learn from the other students in class.

Step by Step

Step 1 - Present the SOW for Tailspin Toys.

Prepare for your contribution to this class discussion. Briefly highlight your key points in the SOW.



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Summary This chapter describes how to prepare and plan for a Diagnostic phase, and includes implementing the following:

• Delivering decision accelerators, which allow you to identify and define the project scope for Tailspin Toys.

• Using the most appropriate project type and the ability to produce time and cost estimates.

• Planning the resources and identifying risks. • Creating the project proposal for Tailspin Toys. • Receiving approval and sign-off of the project proposal by Tailspin

Toys.



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Quick Interaction: Lessons Learned Take a moment and write down three key points you have learned from this chapter

1.

2.

3.



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Solutions Lab 2.2 - Review Preliminary Project Information

1. In which sector is Tailspin Toys active?

MODEL ANSWER:

Tailspin Toys is active in the distribution sector. They distribute children's toys worldwide.

2. What is the planned duration of the meeting on 01/05/10?

MODEL ANSWER:

The meeting is scheduled for one hour, from 4:00 P.M. to 5:00 P.M. (16:00 to 17:00).

3. What is known about the product ranges and categories from Tailspin Toys?

MODEL ANSWER:

Tailspin Toys exclusively distributes children's toys, including the following different product categories: baby toys, crafts, family games, and digital entertainment.

4. Describe the challenges for Tailspin Toys? Describe the vision of the CEO in this context.

MODEL ANSWER:

Tailspin Toys is situated in a highly competitive sector. Not only because of the number of players on the market, but also because of the drive for continuous innovation and increasing demands toward product quality and safety. The innovation of the toy industry is mainly focused on the digitalization of children's toys. Based on these market challenges Tailspin Toys decided to stop their production activities and focus solely on distribution. Adam Carter, CEO of Tailspin Toys, decided to take his company into the 21st century and look for an adapted Enterprise Resource Planning (ERP) solution and a Microsoft Dynamics ERP partner to support them in this new challenge.



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5. Did your company organize a demonstration? If so, what was the date and the subject of the demonstration?

MODEL ANSWER:

The second meeting with Tailspin Toys was organized on January 9. This meeting entailed a demonstration of a Microsoft Dynamics ERP solution with financial and supply chain/distribution modules.

6. Is there a need for consolidation or intercompany accounting within Tailspin Toys?

MODEL ANSWER:

No. Although Tailspin Toys has several locations throughout the world, consisting of a headquarters and some warehouses, there are no separate legal entities within this company.

7. Were any gaps listed after the demonstration session? If so, can the gaps identified be listed?

MODEL ANSWER:

Yes, the following gaps were already identified within the supply chain/distribution module of the Microsoft Dynamics ERP solution: transportation documents, load planning, bar coding, and quality control.

8. List the important functionalities identified during this demonstration session?

MODEL ANSWER:

During the demonstration session Tailspin Toys also indicated some important issues for them that were not available in previous legacy systems, but will definitely need to be included in the Microsoft Dynamics ERP solution. Within the financial area, they want to use journal approval procedures, in addition to miscellaneous charges to item costs, allocations, dimensions, customer reminders and data analysis. In the supply chain/distribution area, the following aspects need to be available: item tracking (serial/lot numbers), price settings, inventory transparency, warehouse handling, and sales analysis.

9. Who are the primary customers of Tailspin Toys?

MODEL ANSWER:

Currently customer types include big box retailers and toy stores, but Tailspin Toys wants to expand to end consumers by means of Internet sales.



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10. List the departments for Tailspin Toys and the number of employees for each department.

MODEL ANSWER:

The total number of Tailspin Toys employees is 56, with the following number of employees in each department: Accounting - 10, Sales - 14, Purchasing - 8, Service - 4, Distribution (or Warehouse) - 16, and Management Information Systems (MIS) - 4.

11. What is the compelling reason for Tailspin Toys to switch to a new system?

MODEL ANSWER:

Tailspin Toys wants to adapt to a changing business strategy, from production driven to distribution driven, with higher administrative requirements.

12. Identify the team members participating in the project and their relative level of experience.

MODEL ANSWER:

Tailspin Toys has created the following project team for the duration of the implementation: Adam Carter (CEO), Mike Nash (IT Manager), Peter Houston (Corporate Accounting Manager), Russell King (Purchasing Manager), and Shawn Richardson (Sales Manager). Adam will lead the project team, which will rely on Mike's knowledge of the company's technical infrastructure, and on each of the managers for their functional area expertise.

Lab 2.3 - Select Decision Accelerators

1. Is there sufficient information to define the scope of the project?

MODEL ANSWER:

After the first meetings with Tailspin Toys, there is some indication about which modules to take into, and which not to take into the project. On the other hand, there were already a few gaps identified, but there is currently insufficient information available about the size of these customizations and whether or not to take them all into the implementation project, or divide them over different projects, or leave them completely out of scope.



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2. Is there sufficient information about possible risks involved with this project?

MODEL ANSWER:

Although it is never possible to foresee every possible risk that might occur during a project, there were already some concerns and risks gathered from the customer sales meetings. These include: • Tailspin Toys will handle all hardware related issues, analysis, installation and integration. • Adam Carter is considering setting up a separate Purchasing Department in the Asian market and is already negotiating with some partners in terms of a venture. • Internet sales are going to be set up which will need to be integrated with the Microsoft Dynamics ERP solution, but there is no partner contracted to handle this online sales setup at this time. • Peter Houston, head of Tailspin Toys' Corporate Accounting is resisting change to new software for his accounting activities. • Tailspin Toys is part of a highly competitive market and the question arises on whether or not they can hold their ground while undergoing such tremendous organizational changes.

3. List the different (non-upgrade) implementation approaches of Microsoft Dynamics Sure Step implementation strategy.

MODEL ANSWER:

Standard, Enterprise, Rapid, and Agile

4. Is there sufficient information to define the implementation approach?

MODEL ANSWER:

Some indicators can be found in the preliminary project information, leaning toward a standard implementation. First of all, the project requires some customization, since there were already some gaps identified concerning some important and major parts of Tailspin Toys' business processes. Second, the project entails a multi-site company, increasing the complexity level as well. Both elements might lead to the conclusion that a rapid implementation will not be used.

5. Is there a clear view on the degree of Fits and Gaps?

MODEL ANSWER:

During the demonstration meeting, a few gaps were mentioned by Tailspin Toys. The demonstration meeting left some room for Tailspin Toys to express their expectations and desires, however, it did not allow for a full description of their business processes. Therefore, at this point it is difficult to accurately estimate gap complexity or a detailed fit between the Microsoft Dynamics ERP solution and Tailspin Toys.



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6. Is there any specific information missing that is necessary to produce a quote and an implementation strategy?

MODEL ANSWER:

Although there were already some gaps identified, it is still a vague description. There has also been no actual talk of what all the business processes at Tailspin Toys are and which ones they want to take into the project. Making an estimate of time and budget at this time is subject to too many risks and uncertainties.

7. Do you, as the Project Manager, see the need for the use of decision accelerators?

MODEL ANSWER:

Yes

8. Will you continue with the Requirement and Process Review decision accelerator? Be sure to document the reasons why it will, or will not be used for this specific case.

MODEL ANSWER:

Tailspin Toys has not yet decided which partner to use for the implementation and not even fully decided if a Microsoft Dynamics ERP solution is a the correct solution for them. On January 16, after the demonstration meeting, Tailspin Toys asked Trey Research to generate a quote, to answer some questions regarding time and cost. Since Trey Research is not the only partner in the running, they want to put together a well-defined and realistic budget for the implementation. However, at this point you only have limited information regarding the business processes and requirements that was gathered during the demonstration meeting. What you do know is which departments are 'in scope' for the project, but not their specific needs. Since Tailspin Toys is going through some organizational changes, there are no clearly defined business processes yet. Tailspin Toys has indicated that they want Trey Research (or another Microsoft Dynamics Partner) to support them in this matter. Therefore, this brings about a lot of uncertainty, which can be reduced with the Requirements and Process Review decision accelerator.



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9. Do you plan to use the Fit Gap Analysis and Solution Blueprint decision accelerator? Be sure to document the reasons why it will, or will not be used for this specific case.

MODEL ANSWER:

The reasons are similar to those of the previous decision accelerator. Tailspin Toys wants to make sure that their new business processes (defined during the Requirements and Process Review) are suited for a Microsoft Dynamics ERP product. During the demonstration meeting some gaps were already brought to the surface, but this information is still very superficial and needs to be more closely examined before making an estimate about time and cost for the proposal.

10. Do you plan to use the Proof of Concept decision accelerator? Be sure to document why it will, or will not be used for this specific case.

MODEL ANSWER:

This decision accelerator will not be used with Tailspin Toys for the following reasons. Tailspin Toys already received a demonstration of a Microsoft Dynamics ERP product and had a preview on how their business could work. Although there were some gaps identified during the demonstration meeting, none of them seemed to be of such a technical level that they needed a deeper analysis concerning the feasibility before the proposal. A great deal depends on the outcome of the Fit Gap Analysis and Solution Blueprint decision accelerator. Results may lead to a revision of your decision.

11. Do you plan to use the Architecture Assessment decision accelerator? Be sure to document why it will, or will not be used for this specific case.

MODEL ANSWER:

During the first meeting, Tailspin Toys made it clear that their internal IT Department remains responsible for handling all hardware related issues and analysis. This section will not be an issue for Trey Research, unless assistance is explicitly asked for. The Architecture Assessment decision accelerator will not be performed during the Diagnostic Phase.

12. Do you plan to use the Scoping Assessment decision accelerator? Be sure to document why it will, or will not be used for this specific case.

MODEL ANSWER:

Tailspin Toys is not the only partner in the running for this project. Creating a good, solid proposal is extremely important, as well as defining and presenting a plan of approach. This decision accelerator will definitely support the estimates made for scope, schedule and cost of the implementation and help create a higher quality proposal.



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13. Do you plan to use the Business Case decision accelerator? Be sure to document why it will, or will not be used for this specific case.

MODEL ANSWER:

Not at this time. Up to this point, Tailspin Toys has not given any indication of wanting return on investment and/or total cost of ownership calculations.

14. Do you plan to use the Upgrade Assessment decision accelerator? Be sure to document why it will, or will not be used for this specific case.

MODEL ANSWER:

Tailspin Toys will implement the latest version of a Microsoft Dynamics ERP solution. Concerning your proposal, take into account that the company might be upgrading in the future. Explain to Tailspin Toys how you generally handle such upgrades, should they apply to them. However, this is not a real assessment where current and future product versions can be compared; therefore, there is no need for this decision accelerator.

15. In summary, list which decision accelerators you want to implement for this project.

MODEL ANSWER:

Requirements and Process Review, Fit Gap Analysis and Solution Blueprint, and Scoping Assessment

16. In your opinion, what are the key business benefits of using a Diagnostic phase in general and decision accelerators specifically?

MODEL ANSWER:

The Diagnostic phase helps to deal with the uncertainty that is inherent with every project. The goal of the Diagnostic phase is to gather sufficient information to define the high level project scope and make a confident proposal for the remaining phases of the implementation. The decision accelerators aim to assist the customer with its decision making process for an ERP solution.



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17. What are your planned next steps?

MODEL ANSWER:

Your next steps should include performing the tasks in the planned decision accelerators, presenting the results of each decision accelerator to Tailspin Toys, and creating a proposal based on these findings.

18. If decision accelerators are implemented, will Tailspin Toys be charged for the time you invested in performing this analysis? Explain your decision.

MODEL ANSWER:

There is no incorrect answer to this question. Use your implementation experience to help formulate your answer.

Lab 2.5 - Requirements and Process Review

1. Which consulting roles can be deployed for this decision accelerator?

MODEL ANSWER:

Project Manager, Engagement Manager, Application Consultant, Solution Architect, Tech Sales Specialist

2. Who do you think will be the person primarily involved for this decision accelerator?

MODEL ANSWER:

Application Consultant

3. What will be the key responsibilities for this person during this decision accelerator?

MODEL ANSWER:

Key responsibilities include preparing and conducting business process analysis, and documenting and presenting the results in the Requirement and Process Review Final Presentation and potentially in a draft of the Functional Requirements Document.



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4. List the items that you believe might have a negative impact on the success of the Requirements and Process Review decision accelerator.

MODEL ANSWER:

These items include the following: • Although Tailspin Toys is considering setting up a separate Purchasing Department in Asia, this scenario is not foreseen in the business process flows. • Tailspin Toys will set up a Web site for e-sales. It is possible to make a connection to a Microsoft Dynamics ERP solution; however it is not foreseen by Trey Research to develop and set up this Web site. • Warehouse activities are explained by the Sales and Purchasing Managers, not by the Warehouse Managers in question.

5. List the elements that need to be addressed with the customer during the Kickoff Meeting.

MODEL ANSWER:

These include the following elements: • Introduction of team members and identification of other participants needed. Introduction of the topics covered during delivery of the engagement. • General expectations, requirements, goals, and timelines of the customer. • Definition of items that are in scope and out of scope. • Out of scope items need to be defined before beginning the engagement, but this is an opportunity to reinforce the scope of the engagement. • Explanation of the customer's responsibility to provide all required inputs for the review, since the customer knows its environment, users, processes, and objectives best. • Consultant’s work schedule and location. The engagement can be delivered continuously or divided into segments (as appropriate). • Agreement of the final presentation date when the review report is delivered along with a presentation summarizing the work performed, issues identified, and recommendations made.

6. Do the customers of Tailspin Toys fall into any logical class groupings?

MODEL ANSWER:

Big box retailers, Toy stores, End consumers

7. Does Tailspin Toys allocate expenses by percent of fixed units?

MODEL ANSWER:

Yes, for example, electricity bills.



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8. Whay is the current issue with performing a match of orders to receipts to vendor invoices for the payables staff?

MODEL ANSWER:

Insufficient information is available regarding shipped orders to create invoices, in particular information regarding received orders it not readily available.

9. Does Tailspin Toys track any item attributes? If so, which ones?

MODEL ANSWER:

Yes. Item attributes that are tracked include: color, age group, number of players, warranty dates, safety warnings, and expiration date.

10. Do Tailspin Toys' products fall into any logical class groupings?

MODEL ANSWER:

Yes. Class groupings include: Digital Entertainment, Baby Toys, Family Games, and Crafts.

11. Does Tailspin Toys require Lot or Serial Number assignment in Inventory?

MODEL ANSWER:

Yes. Lot numbering is used with clay. Clay is produced in bulk. Each mixture has a unique production number and this number is required for expiration and return purposes. Serial numbering is used with videogames. Videogames have a unique production number and this number is required for warranty and return purposes.

12. Are there any known tax issues?

MODEL ANSWER:

Not at this point.

13. List below the quality assurance (sub) processes that are in scope of this process.

MODEL ANSWER:

OQ.1 - Inspect products, OQ.2 - Inspect return products, OQ.3 - Test products (sample), OQ.4 - Define quality control processes, OQ.5 - Quality Analysis



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14. List the customer service (sub)processes that are in scope of this process.

MODEL ANSWER:

CHCE.1 - Receive customer inquiries and prioritize, CHCE.2 - Determine solution or assign service case, CHCE.3 - Follow up on customer case, CHCE.4 - Determine customer satisfaction level, CHCE.5 - Authorize customer and vendor returns, CHCE.6 - Customer Service Analysis

15. List all important functional requirements related to warehouse management.

MODEL ANSWER:

• FR-33 – the central warehouse is replenished through purchases. • FR-34 – the distribution warehouses are replenished through transfers from the central warehouse. Receipts through purchase should be blocked. • FR-35 – warehouse activities and sales/purchase/return activities are strictly separated. The Sales, Purchase, and Return Departments need to release assignments to the respective warehouses. Once released to the warehouse, no changes should be possible. • FR-36 – each warehouse member is assigned to a specific warehouse, and should be restricted to handle only those warehouse activities. • FR-41 – when a sales order is recorded, the items in the sales order become unavailable for further sales purposes. • FR-42 – overview of to-be received items (purchase orders, transfers from another warehouse, and customer returns). Including the amount, vendor/shipping agent/warehouse/customer, delivery date – within their warehouse. • FR-43 – record receipt. The item (variant), amount, receipt date, lot/serial number. • FR-45 – overview of put-away bins for the received items. • FR-47 – overview of pick bins for the to-be sent items.

16. Which functional requirements related to sales are considered critical?

MODEL ANSWER:

FR-2 – need to be able to set prices and discounts on a general level, by the Sales Manager, and must be strictly followed by the different sales groups and sales persons. They should not be allowed to change proposed prices and discounts. FR-3 – alternative prices are set up for different customer groups, depending on the item and the amount that is purchased by the customer. Certain Marketing campaigns may cause discrepancies from normal price settings or offer special discounts during the campaign duration. These price matrices should be integrated with the Microsoft Dynamics ERP solution and automatically suggested when creating a sales quote/order/invoice.



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17. Which "nice to have" functional requirement(s) were introduced by Russell King?

MODEL ANSWER:

FR-14 – new vendors are entered into the system after approval by the Purchase Manager and FR-16 – need to be able to import a vendor catalog with a vendor product number and a vendor price.

18. List which items are considered in scope for the review and have been reviewed accordingly and which are not.

MODEL ANSWER:

The following items are considered in scope for the review and are reviewed accordingly and recommendations, observations, and assumptions are made as necessary: • Review Tailspin Toys’ list of high-level functional requirements to be supported by the implementation of a Microsoft Dynamics ERP solution. • Review Tailspin Toys’ list of high-level business processes to be supported by the implementation of a Microsoft Dynamics ERP solution. • Review Tailspin Toys’ provided high-level integration requirements to be supported by the implementation of a Microsoft Dynamics ERP solution. • Functional Requirements, Business Processes, and Integration Requirements are reviewed for the following departments: Corporate Accounting, Sales, Purchasing, Warehouses, and Customer Service. • Production of a final review presentation summarizing the review, its findings, and recommended next steps. The following items are considered out of scope for the review and are not reviewed or considered as part of this report: • Non-functional requirements • Architecture requirements • Detailed gap analysis • Detailed functional and technical specifications • Detailed training documentation and end-user training • Detailed project plan, cost breakdown, resource breakdown, return on investment (ROI) calculation, and total cost of ownership (TCO) analysis

19. According to section 5 of the delivery guide (Performing the Review), what are critcal issues you may encounter?

MODEL ANSWER:

If there is a business process or functional requirement that does match a module, but the module cannot be changed or modified or a new module cannot be created to meet the customer's requirement, then this is considered a critical issue.



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20. What are some non-critical issues you may encounter according to the delivery guide?

MODEL ANSWER:

If the customer's business process or functional requirement does not match any module in the Microsoft Dynamics ERP solution, this is considered a non-critical issue when a new module can be produced to support the customer's business process.

21. Now that you have reviewed the input information, what would be the next step(s) in the review?

MODEL ANSWER:

Review the business process requirements against the standard process maps for the appropriate ERP solution. Review the functional requirements against the standard functionality of the appropriate ERP solution. Review the integration requirements against the integration capabilities of the appropriate ERP solution. All three of these processes will assist in identifying the critical and non-critical issues that may impact the implementation.

22. What critical issues did Brian identify in his review?

MODEL ANSWER:

None

23. How many non-critical issues did Brian identify?

MODEL ANSWER:

11

24. As a Project Manager you need to make a decision about what your next steps will be. With the information that is known at this point, would you still choose the same decision accelerators?

MODEL ANSWER:

There is no incorrect answer to this question. Use your implementation experience to formulate your answer.



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Lab 2.6 - Fit Gap and Solution Blueprint

1. In the Fit Gap Analysis Worksheet, business requirements are categorized. List all categories by which requirements can be grouped.

MODEL ANSWER:

General/Foundation, Financial Management, Bank/Cash Management, Fixed Assets, AR. AP, SFA, Sales Mgmt, Marketing, Trade, Inventory/Logistics, Planning and Scheduling, Production/Shop Floor Control, Project, Service Management, Human Resource Management, Payroll, Industry Specific (1, 2, and 3), Administration/Security, Workspace Collaboration, and Reporting.

2. What is your opinion of the difference between a Standard feature and a Configuration feature?

MODEL ANSWER:

Both types of requirements are manageable with standard modules of a Microsoft Dynamics ERP solution. However, the standard features are inherent to the module and need no setup and function automatically or they need to be activated, through a simple yes/no setup. Configuration requirements need some additional setup before using the standard functionality, for example it is a standard functionality to use different payment terms, but these payment terms need to be configured before they can be used.

3. What is your opinion of the difference between Customization and the ISV Solution?

MODEL ANSWER:

Both refer to the fact that the requirement cannot be met by standard functionalities. Solving this problem through customization requires building something new or adjusting an existing feature. Depending on the requirement, it is also possible that there is already a solution on the market. These standardized customizations, called ISV solutions can be purchased, and they help to save some implementation time.

4. In which area are most of the requirements found?

MODEL ANSWER:

Inventory/Logistics, which has 21 requirements

5. What is the Degree of Fit after Brian Burke's investigation so far?

MODEL ANSWER:

81%



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6. Which areas are subject to customization?

MODEL ANSWER:

Trade, Inventory/Logistics, Administration/Security, and Reporting

Lab 2.7 - Scoping Assessment

1. Which are potential risks for the quality of this assessment?

MODEL ANSWER:

The usual risks in carrying out a Scoping Assessment are that insufficient or incorrect data is provided from the source documentation (such the Fit Gap and Solution Blueprint), and that validation is not granted by the business and IT decision-makers regarding the most appropriate implementation options to consider. It is important for all cost data to be adequately validated, and for the consultant to obtain an understanding of the customer’s needs and wants regarding implementation options.

2. Find out what is in and out of scope for this assessment from the Scoping Assessment Delivery Guide.

MODEL ANSWER:

In Scope: Interviews, Development of a spreadsheet cost model, Development of an Implementation Plan, Review of the Implementation Plan and the Cost Model. Out of Scope: Configuration, Customization, or any form of prototyping, Business Process Re-engineering, Development of Detailed Functional or Technical Specifications, Development of Detailed Project Plans or detailed cost estimates, a proposed Technical Architecture, ROI calculations and TCO Analysis, and any other items not explicitly defined as in scope.

3. List the documents (prepared by the consultants) that will prepare you as the Project Manager for this scoping assessment.

MODEL ANSWER:

Fit Gap Worksheet, Fit Gap Analysis and Solution Blueprint Report. In the event that a Conference Room Pilot is conducted, the outputs of the Conference Room Pilot also need to be included in the Scoping Assessment Analysis.



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4. How many critical requirements does the customer have? In which document is this information found?

MODEL ANSWER:

There are 17 critical requirements. They are listed in the Functional and Non-functional Requirements Spreadsheet and the Fit Gap Worksheet.

5. List the critical requirements and assign one of the following categories to each:

• Standard Feature • Configuration • Customization

MODEL ANSWER:

Responses to this question will differ based on your Microsoft Dynamics ERP background (which results in differences on the Fit Gap Analysis Worksheet). Standard: FR-3, FR-15, FR-18, FR-38, FR-39, FR-40, FR-62, FR-66, FR-69, FR-71, FR-77; Configuration: FR-2, FR-29, FR-72, FR-78, FR-79, FR-82; Customization: FR-2, FR-18, FR-66, FR-82

6. From the Summary tab in the Fit Gap Analysis Worksheet define which business areas need more analysis because of the configuration that is required.

MODEL ANSWER:

Responses to this question will differ based on your Microsoft Dynamics ERP background (which results in differences on the Fit Gap Analysis Worksheet). These business areas include: Financial Management, Accounts Receivable, Inventory-Logistics, Administration-Security.

7. From the Summary tab in the Fit Gap Analysis Worksheet define which business areas need more analysis because of the customizations that are required.

MODEL ANSWER:

Responses to this question will differ based on your Microsoft Dynamics ERP background (which results in differences on the Fit Gap Analysis Worksheet). These business areas include: Trade, Inventory-Logistics, Customer Service, Quality Control, Administration-Security, Reporting.



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8. Which of the requirements need customization?

MODEL ANSWER:

Responses to this question will differ based on your Microsoft Dynamics ERP background (which results in differences on the Fit Gap Analysis Worksheet). Reporting: FFR-10, FR-23, FR-32, FR-66, FR-82; Administration-Security: FR-17, FR-21; Trade: FR-6, FR-21, FR-28; Inventory-Logistics: FR-35, FR-36, FR-42, FR-44, FR-46, FR-48, FR-50; Customer Service: FR-26, Quality Control: FR-52, FR-55

9. What is the overall degree of Fit? Does this justify an implementation of a Microsoft Dynamics ERP product?

MODEL ANSWER:

80%. Yes, this degree of fit justifies implementing a Microsoft Dynamics ERP solution. It is okay to have different answers to this question, as different Dynamics products will result in different matches. This case study moves forward with the assumption that the degree of fit is substantial enough to suggest a successful implementation.

10. List the proposed Microsoft Dynamics ERP modules to be implemented according to the Fit Gap Analysis and Solution Blueprint Report.

MODEL ANSWER:

Responses to this question will differ based on your Microsoft Dynamics ERP background. The case study moves forward assuming that the following modules would be in scope for the implementation. • Financial Management: General Ledger, Bank Management, Accounts Receivable, Accounts Payable, Fixed Assets • Supply Chain Management: Trade, Inventory/Logistics, and Warehouse Management • Quality Control • E-commerce • Customer Service • Business Analysis

11. How many and which customized reports need to be developed?

MODEL ANSWER:

The following five reports need to be customized: FR-10/RE-1 – Analysis of sales according to customer group, item, and area. FR-23/RE-2 – Analysis of purchases according to vendor and item. FR-32/RE-3 – Analysis of returns - quantity, items, reasons. FR-66/RE-4 – Analysis of frequent overdue customer payers. FR-82/RE-5 – Analysis using analytical accounting.



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12. Chapter 6, section 6.1 of the Fit Gap and Solution Blueprint Report, includes the Conceptual Design Summary. Summarize what you see there. Is it important to include this?

MODEL ANSWER:

Yes, it is important to include. It provides an overview of proposed modules and granules to be implemented. This is already an indicator for the scope and the size of the project.

13. Open the Dynamics Costing Worksheet. Which tabs are found in this spreadsheet?

MODEL ANSWER:

Cost Summary, Costs by Component, Costs by Resource, Project Plan and Resources, Expenses, Rates, and Assumptions.

14. What is the general purpose of this document? In other words, what kind of input do you need to deliver as the Project Manager?

MODEL ANSWER:

You will need to document your cost estimates for the project.

15. How many hours a day and days a week does Trey Research work? On which tab can you find the information? Why is this information important for your cost estimation of the project?

MODEL ANSWER:

On the Assumptions tab of the Microsoft Dynamics Costing Worksheet you can read that Trey Research works 8 hours a day and 5 days a week. This information is important to estimate the duration of the project. For example, a resource may be estimated to work 40 hours on the project, which is a workload of one week, but these 40 hours may be dispersed in time, leading to a duration of two weeks.

16. What information do you need to enter on the Rates tab? Enter whatever is customary in your company/country.

MODEL ANSWER:

You need to enter the billable rates on an hourly and daily basis for each resource involved in the project.



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17. Go to the Project Plan and Resources tab. For which project components do you need to enter cost estimates? What do these components resemble?

MODEL ANSWER:

Project Components: Project Management / Solution Design / Server Deployment / Configuration, Customization, Workflow and Reporting / Documentation / UAT / Performance Testing / Training / Client Deployment / Post Go-Live Support / Change Management. These components reflect the project phases and activities, but on a high level basis.

18. What information do you need to enter the cost estimates on the Project Plan and Resources tab? Where would you find the required information?

MODEL ANSWER:

From the previous decision accelerators, you could get a view on the size and scope of the project. Especially from the Fit Gap Analysis Worksheet you could get information regarding time estimates needed for configuration and customization.

19. Open the Costs by Component tab. What critical assumptions were made when preparing the cost estimates?

MODEL ANSWER:

Complete implementation. Time and Materials basis. F/T Tailspin Toys Project Manager. Scope based on Fit Gap Analysis Worksheet. Labor estimates include both Trey Research and Tailspin Toys’ resources. Project Cost doesn't include Tailspin Toys’ resource costs.

Lab 2.8 - Define the Project Type for the Case

1. Indicate why you did or did not select the Standard project type?

MODEL ANSWER:

The Standard project type is selected for the following reasons. Tailspin Toys is a multi-site company that requires a single solution for the entire company. From the decision accelerators it turned out that there are some customization requirements, some of which are not to be taken lightly, like the customer service and quality control requirements. Furthermore, Tailspin Toys has a large amount of future Microsoft Dynamics ERP users.



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2. Indicate why you did or did not select the Agile project type?

MODEL ANSWER:

The Agile project type is not selected for the following reasons. Although there will be some processes that will develop over time, the bulk of Tailspin Toys' requirements are known or can be known through the analysis phase. The need for an iterative approach is not suggested, and the customizations that are known are dictated by defined business requirements. Given other risks identified for the project, an Agile project type is not suggested.

3. Indicate why you did or did not select the Enterprise project type?

MODEL ANSWER:

Although Tailspin Toys is globally located and does not have a small number of users, it is not comprised of an enterprise environment. All sites require the same solution to fulfill the same business needs.

4. Indicate why you did or did not select the Rapid project type?

MODEL ANSWER:

There are too many users and too many complicated customization requirements to take the risk of performing a rapid implementation.

Lab 2.9 - Create the High Level Project Plan

1. Which phases are listed in the Tasks?

MODEL ANSWER:

Analysis, Design, Development, Deployment, and Operation phase.

2. What is the column in front of Task Name? What does it signify?

MODEL ANSWER:

It signifies the Work Breakdown Structure (WBS) numbering, where the phases are broken down into different steps and activities. This is also the same numbering as you would find in the Microsoft Dynamics Sure Step – Table of Contents, where all phases and activities are listed per implementation project type.



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80199 enus erp_02

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