Viktor Lesiv | Celenia Gary Fox| Tribridge DON’T LET TOO MANY COOKS SPOIL THE BROTH

Session Overview Introductions Roles and challenges Case studies Questions and Answers Agenda

Session Overview Introductions Roles and challenges Case studies Questions and Answers Agenda

Celenia Software N.A. Inc. "Dynamics AX Technical Expert Series" for DPC Viktor Lesiv

Solution Architect for Tribridge, Inc. Worked on AX since 2.5 Numerous ‘multi-partner’ projects across 11 years AX consulting Gary Fox

No experience Single project with multiple partners Many multi-partner Experiences Few partners Many partners Most common experience Survey - Experiences

Setting them Communicating them Managing them Theme - EXPECTATIONS

Session Overview Introductions Roles and challenges Case studies Questions and Answers Agenda

Sales PM SA/Functional Technical Executive Customer? Survey - Roles

Pre Sale – Timing/Schedule – Demo Flow – Limited Discovery Licensing – % on AX licensing – Fixed by module Sales

Resources – Time Line – Budget Billing – Bill Through – Direct – Client Project Manager

New Features – Learning curve – Limited/poor documentation Overlap of features – Conflicts and replacement of standard Solution Architect/ Functional

CODE BASE – Multi- model/layer and merge – Documentation / code commenting – Best practices/ poor technical design SECURITY AND INFRASTRUCTURE – Hosting – Add-ons – performance Technical

Customer satisfaction – Credits/ Disputes Escalation – Control – Ability to hold partner accountable Director/ Executive

Confusion on areas of Ownership Communication channels Understanding ISV is AX not separate Maintenance/Support Issue resolution (process/extra time) Customer

Solution not as advertised/ expected – Immature – Bugs/ instable – Standard features removed Resource issues – Timing – Knowledge – Language/ Cultural/ Hygiene Survey – Common Partner Challenges

Other Challenges faced – Role – Challenge – Cause Audience Experiences

Session Overview Introductions Roles and challenges Case studies Questions and Answers Agenda

3 rd Party system – With existing AX connector – Without AX AX ISV Services – Hosting – Development – Informational/Advisory Survey – Partner / Relationship Types VAR Partner (by Oppt) VAR Preferred Partner agreement (reseller) Sub-Contractor Customer - Existing Customer - Selected

6+ Partners 70% Outside Developer 20%+ new interfaces 40% Customer demanded My Last 10 projects statistics

Process – Library / Formal process (Survey) – Informal – Pre Sales/ Post Sales Considerations – Relationship Type/ History – Value add/ Cost / Margin Partner Selection

Clarity of Ownership Development Standards (BC/WEB) Work Management Process Estimation Language, Locality and Culture Development Partner Considerations

Rapidly Growing Numerous pre-existing Partner Fiesta Budget, Ferrari expectation Case Studies

Client overview (Industry, size, partners) Main challenge How solved Lessons learned Format

Client Overview Multisite Distributor 300 Emp, 200 Users Replace Legacy ERP – 3 Existing Partners (no con) – 2 VARS (ISV) – +4 additional ISV – 1 client Dev Subcontrator Rapidly Growing Customer Challenges Software sold not as designed (limited use) Acquisitions (delay + scope change) Updated Versions/ Resources Phased Cut-Over of LE/Sites

Software sold not as designed (limited use) – ISV used license and Configurations keys so features were disabled Acquisitions (delay + scope change) – Project scaled back, resources reassigned. NEW project plan developed upon reengagement and revisited repeatedly as needs evolved Updated Versions/ Resources – Remerge, lessoned learnt to order ISV’s better Phased Cut-Over of LE/Sites – Solid plan required, that was revisited weekly and as adjusted Solution and Lessons Learned

Client Overview Process Manufacturing 1200 Emp, 150 Users Bailout from VAR – 7 Existing – 1 VAR MX (TB) – 1 ISV 3P+Con Numerous Pre-Existing Partners Challenges – Finance Advisory Partner – Internal Project Organization – Internal dev team – Information Silos

Internal Project Organization – Assign a fulltime PM, who managed both theirs and ours and produced weekly status reports Internal development team – Reviewed and reconfigured a branched TFS, provided deployment process and methodology with controls Information Silos / lack of documentation – Established MOSS site per our methodology – distribution list, Strict meeting management including minutes of meetings circulated beyond though attended, weekly status report meeting Finance Advisory Partners – Partnership approach taken with open communication. Clear work ownership with timeline Solution and Lessons Learned

Client Overview Automotive Manufacturer 60 Empl, 30 Users Replace Legacy ERP – 4 ISV – 1 Hosting – 1 3P NEW Fiesta Budget, Ferrari Expectations Challenges – Controlling CFO, VC leverage – GP vs AX – Parallel competing Projects – Hosted environment – Unfamiliar LC ISV

Controlling CFO, VC leverage – Strict PM methodology enforced, meeting continued but daily review of key points/decision – Sr Executive sponsor assigned to project GP vs AX – Conversation was had with Sales to get background and put it to rest Parallel competing Projects – Weekly cross project meeting, open communication – Agile interface design process by SA leveraging assumptions until design known Hosted environment – 2012 was new, installation documentation wasn’t complete Unfamiliar LC ISV – Study of ISV documents and ISV resource contact was leveraged for advise and review Solution and Lessons Learned

Multiple Partners add challenges Clear planning and setting of expectations are needed Issues will arise, maintain open communication, be flexible and solve as a team SUMMARY RECAP

Integration into project timeline/plan Overlap of functionality / code Language/ Cultural SUMMARY RECAP

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