Microsoft Dynamics AX is new contender in the ERP market. It entered the sector in 1998 –the same year SAP encountered 50% revenue growth amid the 1990's ERP growth spurt. In those days, Microsoft Dynamics AX seldom surpassed the £1m mark and therefore, didn't require a thorough PMO (Project Management Office) plan. As more Microsoft Dynamics ventures have entered enterprise level in both budget and scale, a more methodical approach has been adopted.
This blog looks at the significance of the PMO in planning worldwide AX projects and why this can pave the way to project success or failure. Cognitive Group met with Matt Takaki, a PMO at Hitachi Solutions Europe who has been playing a role on some of their largest Microsoft Dynamics AX projects, to discover his point of view.
Cognitive Group: How would you summarise the role of the PMO?
MT: Essentially, the PMO’s job is to support the smooth-running of the project via the planning process, coordinating with the different workstreams and ensuring a measure of governance and control around the project. Through monitoring of risks, issues and activity across all workstreams, a PMO can offer a rolled up view of the programme and act as an informed point of contact between the consultants, client and third party vendors.
CG: You have worked on two of the largest Microsoft Dynamics AX2012 projects globally, both from an end-user and consultancy perspective. What are the main differences?
MT: Having now spent time on both sides of the fence, I’m perhaps convinced now more than ever of the need for partnership between client and consultant. The consultant has a wealth of experience and guidance to offer the client. By virtue of a true partnership the client, by working with the consultant and exposing them to critical business processes, and consultant can move forward together in delivering a robust solution, designed for a particular organisation or set of businesses. It has definitely been insightful to witness both sides first-hand and it enables me to anticipate certain situations and sympathise with all parties.
CG: In your opinion, what are the advantages of having a PMO on a Microsoft Dynamics AX project?
MT: The PMO can offer an objective opinion and is aware of the bigger picture. Often, consultants are restricted by their own tunnel vision and fail to see the bigger picture. A PMO can impartially oversee the entire project, thus ensuring that all work streams are coordinated together, timescales are effectively adhered to, and that everyone is focused on the end result!
CG: What are the key challenges? / What are the challenges in coordinating a global project plan?
MT: In terms of planning, a PMO is always hindered by what everyone perceives as their own “priorities”. While these are of course important, the challenge is in ensuring everyone has their eye on the prize and is bought into the ultimate objective. The Programme Manager is interested in the headlines, the finance team are concerned with accounting issues, and the development team are focused on their technical specs, but who is responsible for looking at the project as a whole? This is the main challenge for a PMO and is the reason why we need to be extremely adaptable and ensure our communication is a tailored to the specific audience we are addressing.
CG: What are the keys to success on large projects from your perspective?
MT: First and foremost, the project plan! If structured properly….well, your battle may be half-won! To do this, it’s important to ensure everyone has input, especially around time-scales, and that they buy into it.
In addition to project plans, it has become clear to me that for a successful implementation, both sides must try to strive towards a partnership and away from the customer/vendor relationship.
This is never easy but I have personally seen the benefits.
CG: What do you enjoy about your role?
MT: It’s rewarding to see a solution delivered and bringing value to the users after all the hard work. The implementation process forces businesses to really understand what they do, how they do it and why. And when it’s a global organisation spread across different time zones, with different currencies, legislation and practices, it’s a complex and sometimes laborious task! Being involved in that process and seeing it succeed is incredibly rewarding.
CG: What is the best advice you’ve received in your role?
MT: I was once told by a Programme Manager that as a PMO, you can liken yourself to a variety-show performer spinning plates! As more plates are added, sometimes you have to consider which plates absolutely must be kept spinning and which you can afford to drop. It’s all about prioritisation and what will have the greatest impact.
Planning is key for any successful project. Without an exhaustive plan, your team could experience miscommunication or go down different paths. Obviously, the PMO can't keep ventures from falling flat without any help, but they can unquestionably add value by coordinating the general plan and acting as an educated connection between the different specialists inside a project. For any huge scale implementation a PMO is the thing that binds the different specialists together. While a lot of people underestimate the significance of this position, projects are won and lost by fine margins, and an organized PMO is well-placed to guarantee the best chance at the project succeeding.
If you are a PMO looking for your next Microsoft Dynamics job, or if you are managing a project and want to discuss whether recruiting a PMO could help you, get in touch with Cognitive.
Cognitive Group are specialists in Microsoft Dynamics jobs and recruitment with a focus on Microsoft Dynamics AX, Microsoft Dynamics CRM and other roles in the Microsoft Stack. Get in touch!
Email: info@cognitive-group.com
Tel: 0203 587 7772
http://www.cognitive-group.com
