Mss2010 enus crm_02

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® CRM Implementations with Microsoft Dynamics Sure Step 2010

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Preparing for the Diagnostic Phase This case study begins with the Diagnostic phase. Diagnostic activities support and reinforce the sales activities and prepare for the upcoming project. As such, before the activities in this phase are performed, the consulting team will need to work with the sales team to understand the customer opportunity.

This case study demonstrates this process for Trey Research. Trey Research has engaged with a new prospect to implement Microsoft Dynamics CRM.

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.



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

• What are my business needs? • Does a Microsoft Dynamics CRM solution fit my business needs? • How will my business work with this new system? • How will a Microsoft Dynamics CRM 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 CRM implementation. These will be key factors in the customer's decision. This includes functional and non-functional requirements, as well as integration and/or 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 CRM solution. A Solution Blueprint is a functional document listing how the business would use a Microsoft Dynamics CRM solution.

• Architecture Assessment: this decision accelerator identifies production infrastructure and hardware requirements to meet the customer's requirements for the CRM 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 CRM solution including scope, schedule, cost, and resources.

• Proof of Concept: this tool is designed to gain management support and confidence in the solution. A Microsoft Dynamics CRM 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.



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• 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 CRM solution.

• Upgrade Assessment: the goal of this decision accelerator is to identify the impact 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 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 January 17, 2010 and take notes using the Meeting Minutes for January 17, 2010 template provided.



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

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 January 5, 2010 • Open and read the Meeting Minutes for January 5, 2010 • Open and read the Meeting Agenda for January 9, 2010 • Open and read the Meeting Minutes for January 9, 2010



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In which sector is Tailspin Toys active?

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

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



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

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

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



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List the important features and functionality identified during this demonstration session?

Step 2 - Review the Opportunity Briefing Notes found in the Meeting Agenda and Minutes for 01/17/10.

IMPORTANT: Remember, the Meeting Minutes from 1/17/2010 were taken by you during the internal briefing with Allison Brown.

Who are the primary customers of Tailspin Toys?



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

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

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 of this lab is to identify if there is a need for decision accelerators and, if so, to identify which 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 need 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.

Make the selection the same as if in a real life context. It is important to understand why you would 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.

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

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

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



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Is there sufficient information to define the implementation approach?

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

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



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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.

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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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.

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.

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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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.

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.

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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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.

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

What are your planned next steps?



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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 Lab 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 using the following 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 on 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.



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The goal of 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.

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

Which consulting roles can be deployed for this decision accelerator?



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

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

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



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

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

On February 2, Brian Burke sent the CRM Business Process Questionaire 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 to this project.

Why do Tailspin Toys' Marketing personnel have no visibility into the sales process once an order is placed?



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What marketing literature is used concerning leads?

Do Tailspin Toys' products fall into any logical product groups? If so, which product groups are identified?

Who is in charge of sales literature?



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Which general sales documents are managed within Microsoft Dynamics AX?

Do Tailspin Toys' customers fall into any logical customer groups?

Identify the Customer Service processes that are in scope for this project.



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Identify the important functional requirements related to Marketing.

Which functional requirements related to the Sales process are considered critical?

Why are no non functional requirements listed?



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How many integration requirements were listed?

Which programs must be integrated with Microsoft Dynamics CRM?

Step 3 - Understand the Requirements and Process Review process.

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

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



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Summarize in your own words the non-critical issues found in the Requirements and Process Review Report.

What is the difference between critical and non-critical issues?

Which critical issues did you find?



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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 into a draft of the Functional Requirements Documents to be refined in the Analysis phase.

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?

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 (FRD). 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 CRM 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 CRM 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 CRM 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 CRM functionality in relation to Tailspin Toys' requirements, and then provide the customer with an understanding of how the Microsoft Dynamics CRM 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 will be 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 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:

• Accounts • Contacts • Activities • Leads • Opportunities • Marketing - Campaigns • Customer Service • Other

As Project Manager, you are asked to complete both of these reports. This means that you need to establish the general degree of fit for Tailspin Toy's Microsoft Dynamics CRM implementation and build a solution blueprint.

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

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

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



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In which area are most of the requirements found?

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

Which areas are subject to customization?

Step 2 - Complete the Fit Gap Analysis Worksheet for the requirements related to opportunities.

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



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Step 3 - Complete the Microsoft Sure Step Fit Gap and Solution Blueprint Report.

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

1. Determine what is in scope and out scope for this decision accelerator. Complete chapter 2, section 1.3 of the report.

2. Complete chapter 3 of the report. Update the Executive Summary with the number of requirements that were reviewed and included in the Degree of Fit. In addition, explain what the Degree of Fit means so that Tailspin Toys understands what the Fit % refers to.

3. Summarize Tailspin Toys' requirements concerning Opportunities in chapter 4, section 4.1.2 of the report.

4. List all key end-user requirements in chapter 4, section 4.2 of the report.

5. Complete the key business processes for the Customer Service Department in chapter 4, section 4.5 of the report.

6. Fill in the Degree of Fit Analysis in chapter 5, section 5.1 of the report.

7. Complete the customization requirements concerning Opportunities in chapter 7 of the report.

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 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

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.



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• 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 CRM 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.

Which are potential risks for the quality of this assessment?

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



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Step 2 - Review necessary output from previous decision accelerators.

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

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



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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.

Step 3 - Determine the implementation scope.

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

Which of the requirements need customization?

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



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List the proposed key modules within Microsoft Dynamics CRM that address each of Tailspin Toys' key functional areas.

What assumptions were made during the Fit Gap and Solution Blueprint Decision Accelerator? What is the effect of these assumptions?

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 CRM Estimator.

Open the CRM Estimator. Which tabs are found in this spreadsheet?

What is the general purpose of this document? What kind of input do you need to deliver as the Project Manager?

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

From the Project Plan and Resources tab, on which project components do you need to enter cost estimates? What do these components resemble?

From the Project Plan and Resources tab, what information do you need to enter the cost estimates on? Where would you find the required information?



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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. n 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 CRM solution at a single site with customer-specific features and moderate-to-complex customizations.

• Agile: the Agile 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 CRM 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 CRM solution with minimal or no customizations.

• Upgrade: the Upgrade project type describes the approach for taking an existing Microsoft Dynamics CRM 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 of 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 previous 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.

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



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

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

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 The goal of this lab is to 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.

Which phases are listed in the Tasks?

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

Expand the Task column for each phase.



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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.

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 and 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 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 CRM 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

In which sector is Tailspin Toys active?

MODEL ANSWER:

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

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.

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

MODEL ANSWER:

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

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 think forward and consider an adapted Customer Relations Management (CRM) solution and a Microsoft Dynamics CRM partner to support them in this new challenge.

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 CRM sales, marketing, and customer service modules.



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

MODEL ANSWER:

Yes, the following gaps were identified: approval processes for entering data, customer complaint registration and integration with return orders, registration of financial data concerning marketing campaigns, specific security requirements, and reporting possibilities.

List the important features and functionality identified during this demonstration session?

MODEL ANSWER:

The following features were identified as being critical to the project's success: contact resignation and maintenance, follow-up on leads, opportunities, and activities, organization, and follow-up of marketing campaigns and events, and the ability to register customer complaints.

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.

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

MODEL ANSWER:

The total number of Tailspin Toys employees is 72, with the following number of employees in each department: Accounting - 10, Sales - 14, Purchasing - 8, Service - 4, Distribution (or Warehouse) - 16, Management Information Systems (MIS) - 4, and Marketing - 16.

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.



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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), Christine Hughes (Customer Service Manager), Eric Swift (Marketing 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

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. 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.

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 will be set up and need to be integrated with the Microsoft Dynamics CRM 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 as to whether or not they can hold their ground while undergoing such tremendous organizational changes.



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

MODEL ANSWER:

Standard, Enterprise, Rapid, and Agile

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.

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 CRM solution and Tailspin Toys.

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 discussion of what 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.

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

MODEL ANSWER:

Yes



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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 CRM solution is 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.

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 CRM product. During the demonstration meeting some gaps were already brought to the surface, but this information is very general and needs to be more closely examined before making an estimate about time and cost for the proposal.

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. Tailspin Toys already received a demonstration of a Microsoft Dynamics CRM 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.



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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.

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.

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.

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 CRM 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.

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



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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 assist the customer with their decision making process for a CRM solution.

What are your planned next steps?

MODEL ANSWER:

The 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.

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

Which consulting roles can be deployed for this decision accelerator?

MODEL ANSWER:

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

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

MODEL ANSWER:

Application Consultant

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 CRM solution; however Trey Research does not expect 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.

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.



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Why do Tailspin Toys' Marketing personnel have no visibility into the sales process once an order is placed?

MODEL ANSWER:

Sales orders are managed through Microsoft Dynamics CRM and the Marketing Department has no access to the information based on the default security roles.

What marketing literature is used concerning leads?

MODEL ANSWER:

Folders, commercials, and advertisements

Do Tailspin Toys' products fall into any logical product groups? If so, which product groups are identified?

MODEL ANSWER:

Tailspin Toys' products fall into the following product groups: Digital Entertainment, Baby Toys, Family Games, and Crafts.

Who is in charge of sales literature?

MODEL ANSWER:

The Marketing Department

Which general sales documents are managed within Microsoft Dynamics AX?

MODEL ANSWER:

Quotes, orders, and invoices

Do Tailspin Toys' customers fall into any logical customer groups?

MODEL ANSWER:

Yes, they fall into the following logical groups: big box retailers, toy stores, and end consumers.

Identify the Customer Service processes that are in scope for this project.

MODEL ANSWER:

CFSC - Fulfill Service Contracts, CHCE - Handle Customer Enquiries, CDS - Deliver Service, and CAS - Analyze Service



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Identify the important functional requirements related to Marketing.

MODEL ANSWER:

* FR-1: for every marketing campaign the following information needs to be stored. • FR-2: marketing personnel is divided into groups. Each group is responsible for a customer group. Marketing campaigns are only organized for one customer type. Each Marketing employee can only view his or her own marketing campaigns. • FR-3: salespersons or teams have to be assigned to marketing campaign activities. • FR-4: create complete marketing budget and setup budget per marketing campaign and per marketing campaign activity. • FR-6: marketing campaigns are broken down into steps and activities • FR-7: able to mark opportunities, leads, quotes and orders with the marketing campaign code. • FR-10: generate to-do's for a marketing campaign • FR-11: analyze channel effectiveness. • FR-12: analyze promotion effectiveness. • FR-13: analyze overall campaign performance.

Which functional requirements related to the Sales process are considered critical?

MODEL ANSWER:

FR-34: able to enter contacts. FR-36: when the contact is a customer, it has to be automatically forwarded to the ERP system. FR-49: each (sales) person should get an overview of his or her to-do items.

Why are no non functional requirements listed?

MODEL ANSWER:

Non-functional requirements include the requirements concerning hardware and infrastructure. However, this analysis is not part of the scope for Trey Research, but was handled internally by Tailspin Toys' IT Department.

How many integration requirements were listed?

MODEL ANSWER:

Nine

Which programs must be integrated with Microsoft Dynamics CRM?

MODEL ANSWER:

Microsoft Office® Outlook®, Microsoft® SharePoint Services®, and Microsoft® SQL Server® Reporting Services.



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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 Microsoft Dynamics CRM. • Review Tailspin Toys’ list of high level business processes to be supported by the implementation of Microsoft Dynamics CRM. • Review Tailspin Toys’ high level integration requirements to be supported by the implementation of Microsoft Dynamics CRM. • Functional Requirements, Business Processes, and Integration Requirements are reviewed for the following departments: Sales, Customer Service, and Marketing • Production of a report highlighting the critical issues identified during the review and also the non-critical issues identified during the review including recommendations and a workaround where possible. • 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 part of this report: • Functional Requirements, Business Processes, and Integration Requirements are not reviewed for the following departments: Corporate Accounting, Human Resources, Purchasing, and Warehouse. •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.

Summarize in your own words the non-critical issues found in the Requirements and Process Review Report.

MODEL ANSWER:

Non-critical issues are found for all departments (Marketing, Customer Service, and Sales) involved in the review. They all require some customization, but some are more important than others. For example, the SQL Server Reporting integration can have a major impact on the project's time and budget, depending on the specific requirements. Therefore, most of the recommendations require further analysis before proceeding with the implementation.



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What is the difference between critical and non-critical issues?

MODEL ANSWER:

A number of non-critical issues are reported, based on several interviews. This means that a solution can be found, either by customization, business process adaptation or supplementing standard Microsoft Dynamics CRM with third party add-ons. Although a number of these issues are not categorized as critical, they are not to be taken lightly, for example the business processes of customer service and quality control. These can have a major impact on time and budget for the entire implementation project.

Which critical issues did you find?

MODEL ANSWER:

Only one, which concerns screen customizations.

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 help formulate your answer.

Lab 2.6 - Fit Gap and Solution Blueprint

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

MODEL ANSWER:

Accounts, Contacts, Activities, Leads, Opportunities, Marketing - Campaigns, Customer Service, Others

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 CRM 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.



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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.

In which area are most of the requirements found?

MODEL ANSWER:

Customer Service, which has 18 requirements

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

MODEL ANSWER:

77%

Which areas are subject to customization?

MODEL ANSWER:

Accounts, Contacts, Marketing - Campaigns, Customer Service, and Other

Lab 2.7 - Scoping Assessment

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.



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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.

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.

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

MODEL ANSWER:

There are 12 critical requirements. They are listed in the Functional and Non-functional Requirements Spreadsheet and the Fit Gap Worksheet.

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

• Standard Feature • Configuration • Customization

MODEL ANSWER:

Standard: MDPM.4/FR-8/CA-7, CHCE.1/FR-16/CS-1/CS-2, CFSC.2/FR-25/CS-10, SGS.4/FR-49/OT-3, FR-71/OT-13 Configuration: SGS.1/FR-34/AC-1, CO-1, LE-2, CHCE.2/FR-19/CS-4, FR-65/OT-7 Customization: SMS.2/FR-26/AC-2, MCC.4/FR-5/CA-5, CHCE.3/FR-27/CS-12, CHCE.2/FR-30/CS-15



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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:

Accounts, Contacts, Leads, Opportunities, Marketing - Campaigns, Customer Service and Other

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:

Accounts, Contacts, Marketing - Campaigns, Customer Service, and Other

Which of the requirements need customization?

MODEL ANSWER:

SMS.2 - FR-26 - AC-2, MCC.4 - FR-5 - CA-5, CHCE.3 - FR-27 - CS-12, and CHCE.2 - FR-30 - CS-15.

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

MODEL ANSWER:

77%. Yes, this degree of fit justifies implementing a Microsoft Dynamics CRM.

List the proposed key modules within Microsoft Dynamics CRM that address each of Tailspin Toys' key functional areas.

MODEL ANSWER:

Settings, Accounts, Contacts, Leads, Opportunities, Campaigns, Activities, Customer Service, Workflow, and Reporting

What assumptions were made during the Fit Gap and Solution Blueprint Decision Accelerator? What is the effect of these assumptions?

MODEL ANSWER:

Assumptions include: During analysis, the standard reports are sufficient to fulfill Tailspin Toys' requirements. Also, the Sales Department and Customer Service Department currently work with Microsoft Dynamics AX to process the quotes, orders, and return orders. This will not change with the implementation of Microsoft Dynamics CRM. Any changes to these assumptions will impact the Customization and Configuration estimates and the overall scope of the project.



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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.

Open the CRM Estimator. 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

What is the general purpose of this document? 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.

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 CRM Estimator you can read that Trey Research works eight hours a day and five 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.

What information do you need to enter on the Rates tab? Enter whatever is customary in your company and 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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From the Project Plan and Resources tab, on 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.

From the Project Plan and Resources tab, what information do you need to enter the cost estimates on? 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. From the Fit Gap Analysis Worksheet you could get information regarding time estimates needed for configuration and customization.

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 does not include Tailspin Toys’ resource costs.

Lab 2.8 - Define the Project Type for the Case

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 CRM users.



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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.

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.

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

Which phases are listed in the Tasks?

MODEL ANSWER:

Analysis, Design, Development, Deployment, and Operation phase

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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