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

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

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

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

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

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

8. Setting them Communicating them Managing them Theme - EXPECTATIONS

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

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

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

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

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

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

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

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

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

18. Other Challenges faced – Role – Challenge – Cause Audience Experiences

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

20. 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

21. 6+ Partners 70% Outside Developer 20%+ new interfaces 40% Customer demanded My Last 10 projects statistics

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

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

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

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

26. 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

27. 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

28. 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

29. 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 – Email 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

30. 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

31. 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

32. 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

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

34. OPEN Q & A

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