Dynamics CRM best practice

 

What is best practice, what does it look like, what key skills underpin it and how can consultants build it in to their profile. This page is a starting point for key topics:

 

CRM (or XRM) projects stand or fall on the ability of the end users to make use of the new features and data that are available to them. There are several aspects to this:

 

Most projects encounter difficulties when features are not intuitively located or designed. Users are very sensitive to the number of clicks or menu options that lead to features. Difficulties in this area can be easily avoided by getting mock ups of screens in front of a user group as early as possible. An interesting example we encountered recently was the migration from Salesforce to Dynamics CRM. The logical make up of a Salesforce screen is a top to bottom approach which often results in a long scrolling screen, but this is often made easier by offering up form varieties for different roles and functions. Users moving to Dynamics often find the tab based structure challenging, but, when familiar are often quite positive about the logical organisation of different functions into tabs and navigation areas. There is no absolute right and wrong here but the logical order and positioning of fields and functions is something that needs to be closely looked at.

 

Dynamics CRM, like most other software systems, provides routes to using functions from many locations. For example, creating an email record to send to a customer can be achieved from many locations. So, if post implementation training is carried out quickly, users are often confused by the multitude of options available. So, best practice in this instance would focus on the process of creating an email from the context of a contact record and linking to the appropriate record (for example an opportunity) and then ensuring the user understood where that record would be visible. In this instance, rolled up to the account, linked to the opportunity, from the activities view and linked to the contact record. And then of course, there is whether you start from the web client or the Outlook client ...

 

 

 

 

The scale and complexity of Microsoft Dynamics CRM projects appears to be relentlessly increasing as more enterprise organisations select it as their technology of choice for customer centric solutions. The risk associated with such projects increases proportionately for both client and provider. The choice and use of a suitable Project Management methodology therefore becomes increasingly important. Of course, this may be swayed by any party in the mix. The client may insist on a Prince2 like methodology - perhaps as they are a government organisation or closely linked to government. Or, the solution provider or corporate client may sway towards a more Agile like process in order to better control delivery of functionality on a regular basis. Or, the partner may have chosen to delivery all Dynamics CRM solutions based on SureStep and may have invested in their own methodology based on SureStep. The important thing is that the methodology is clearly understood and implemented, so, here at Dynamicsbase we have put together short overviews of each at the following location and included information about how to acquire the skills of each. Click here for more information:

 

Perhaps one of the most well known titles on consulting is The Trusted Advisor by David Maister, see below. A classic for new and experienced consultant.

 

 

The essence of trust is key in the consultant. As a consultant you have been brought in as a specialist and one that can help thier client achieve their organisational objectives with change being driven by a new or updated technology. From the client's perspective they are taking a risk and in a risky situation we all want to be with someone who we trust to help us. Imagine taking a rock climbing class or having a medical operation and not trusting your 'advisor'. The best consultants build up a trusted relationship with their clients and it is the best skilled consultants who can keep this trust in place through good and bad times on a project.

 

Anything which damages trust in this relationship will impact the success of the project or programme. Where and when is trust central to the client - consultant relationship ? In short:

 

Estimation and actuals

Delivery of functionality

Reliability of consultant team

 

And much more. If you are interested in the Psychology of Trust also take a look at the following: