The Regatta Approach for Implementing Microsoft Dynamics

I have read this book published by SOGETI: The Regatta Approach for Implementing Microsoft Dynamics.

Microsoft Dynamics (the previous name was Microsoft Business Solution) is a set of ERP (Enterprise Resource Planning) packages for the management of financial, supply chain and customer relationship processes. Obviously the success of such a complex IT solution depends on the way the implementation is done. This book presents the Regatta approach, a methodology for structured implementation of Microsoft Dynamics. Regatta is complementary to the methodologies and toolkits provided by Microsoft and focuses on the cohesion between Business and IT. The authors, Reiner Koop and Esther Muris, work with Sogeti, where the Regatta approach was developed.

The book is structured into two parts. The first part (two chapters) contains background information on the implementation of Microsoft Dynamics and the theory behind Regatta approach. The second part (four chapters) describes the full implementation process. Here is the outline.

The first chapter presents Microsoft Dynamics and discusses the basics about implementing a business solution. The version of Microsoft Dynamics that is considered in the book (early 2007) consists of the following packages: AX, NAV, SL, GP (previously Axapta, Navision, Solomon and Great Plains respectively), and CRM 3.0. AX is a Multilanguage, Multicurrency ERP solution for midsize and larger companies. It targets the manufacturing, e-business, wholesale and services industries. NAV is designed for small and midsize businesses. SL is designed for small and midsize businesses; it targets the project, service and distribution-driven companies. GP works with and like some other Microsoft familiar software (Office, SQL Server) and integrates finances, e-commerce, supply chain, manufacturing, project accounting, field service, customer relationship, human resources. As for CRM 3.0, "it works the way people do, the way the business does, the way IT wants it", to quote here the authors.

So, Microsoft Dynamics comprises the basic ERP functionality. Together with add-ons (developed by partners and certified by Microsoft), with other Microsoft products, and with other IT applications (such as interfaces to legacy systems), it creates an integrated Dynamics Solution, targeting a concrete business.

Coming now to implementation, the authors offer their vision: failures occurred because the IT solution was not coordinated with the business process or because the users were insufficiently prepared and motivated. Process and Users on one side, Information and Tools on the other should act synchronously during the implementation effort. The book uses the rowboat metaphor: the oarsmen are the Business players on one side, the IT players on the other. The implementation manager plays the role of the cox: he controls the coordination and balance between business and IT.

The second chapter explains the Regatta approach for implementing a Dynamics Solution. The model is the rowboat metaphor (presented in the first chapter). Implementation leads to a business change, and this is a process in its own right. The Change Process is the nucleus of the Regatta approach. The chapter discusses the Change tracks (Organization, IT and Implementation) and classifies the Change subprocesses in different Clusters (Model, Map, Customize, Integrate).

The second part describes the four Clusters of the Change process in detail. For each one the following schema is used: objectives and conditions, processes and workstreams, main milestones, implementation factors (people, information, means, and control), expected results.

The Model Cluster (chapter 3) focuses on determining the desired business process, as well as in setting the target and scope for the workstreams in the other clusters.

The Map Cluster (chapter 4) has two objectives: to determine what must change in order to implement the Model and how the changes are to be made.

The Customize Cluster (chapter 5) focuses on ensuring the consistency between each particular component of the change and the general Map.

The Integrate Cluster (chapter 6) concludes the whole: the result is the go live plan (and the roll out plan, where applicable).

The book ends with two appendixes: change factors are explained in detail; then the TIPO method is explained (Technique for Interactive Process Design, used to map out business processes and the related information supply).

It is a dense book, useful for project and line managers, key users, IT managers and implementation consultants.