What makes a good Dynamics AX project manager?

What makes a good DYNAMICS AX Project Manager? The success and failure of a Dynamics AX project is directly related to the quality of the project manager leading it. A recent survey by PwC showed that over 85% of Dynamics AX projects failed to achieve their core objectives - poor project management was one of the root causes. Implementing Dynamics AX has been likened to performing open heart surgery on an organisation, where the stakes couldn't be higher, and so the physicians' that are entrusted to give the patient' it's new lease of life, need to be masters in their craft and highly experienced. So what makes a good Dynamics AX project manager? WHAT QUALITIES AND ATTRIBUTES SHOULD THEY HAVE? Personality Traits Calm Talented communicator @ Assertive Flexible Engaging Methodical ** Adaptable Problem-solver Resourceful Born Leader HOW SHOULD AREAS OF THEIR EXPERTISE BE ASSESSED? Geographical & Culture Most ERP implementations span multiple countries, each with their own unique challenges and culture. Implementing ERP is about, amongst other things, achieving standardised processes, and each country/geographical hub will have the belief that their processes are unique to them. Thus, the Project Manager needs understand how the roll out approach will be tailored for each country. What to flex on, and what not to. How to engage that group, and ensure they're aligned to the overall project and organisation objectives. Communication The project manager is one of the chief communicators of the benefits this project will bring to the organisation. It's vitally important they're able to communicate comfortably at all levels within the organisation. Helping each stakeholder and process owner understand why the changes are happening, explaining the benefits to them and their department, and what's required of them to make the implementation a success. Getting buy-in from the business and the users is essential to creating a happy, harmonious and successful project team. 2 Certificates It's important that your PM subscribes and adheres to industry best practice for Project Management. No project is the same, and therefore its unrealistic to expect formal methodologies such as SureStep or Prince2 to be rigidly applied. Knowledge of a Big4 Consultancy or System Integrator methodology for ERP is a definite advantage. P End-to-end Experience PM's who start projects but don't finish them, are of little value to anyone. It's vital that your PM has 'cradle to grave' experience on at least two ERP projects. Being part of a failed implementation can be a good thing too, provided they've learned the lessons, as they'll prevent your implementation suffering the same challenges. Product Knowledge Experience of leading projects with the more mature enterprise scale ERP (Oracle, SAP, JDE or BAAN) products can be a distinct advantage. If they've successfully implemented one or more of these products, then it's likely they'll have the seen, and overcome the key challenges to implementing ERP. WARNING! You're not hiring for your Project Manager for their knowledge of the ERP application, but their Project Management skills. Product knowledge is the ISV/Dynamics Partner's role. PM's need sufficient product knowledge to challenge any unnecessary customisations, which could result in high cost of ownership and upgrade complexities with future releases. SOURCES http://pwc.blogs.com/files/the-challenges-of-implementi ng-microsoft-dynamics.pdf http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1. 107.7951 http://pmtips.net/project-management-pmp-certification- worth/ www.cognitive-group.com Cognitive group +44 (O) 207 953 4023 [email protected]