Role of a ‘Business Analyst’ in Dynamics AX project Implementation

Importance of a Business Analyst (BA) in any ERP project can be determine from his role throughout the project implementation even before getting the project and post implementation phase. Business analyst role in unavoidable while responding to client RFP because it’s a stage where BA needs to validate client business compatibility with an ERP and need to identify overall gap. Planning is more about project life-cycle management, human resource allocation and data migration planning where BA has to provide accurate estimates for OOTB (out of the box) project implementation and proposed customization.

Whereas design is concerned, it is a stage after analysis. If structural analysis completed with system design in view then design phase would not be lengthier and challenging. Design needs expertise in ERP application. Deployment is more technical part but this phase also requires BA to explain scenarios to cover under functionality. In post implementation, BA needs to validate new requirements and impacts on existing functionality. There are several job titles existing for this role based on diversified position hierarchies or organization structures in the industry such as functional consultant, business consultant, system analyst, business analyst, functional analyst, solution architect.

The foremost important skills you should have as Business Analyst are; Client business domain knowledge and Structural requirement gathering.

Important factors which derives successful ERP project Implementation

I would like to share my experiences about preparing a client organization for a successful ERP implementation. There can be hundreds of internal and external factors which could strongly influence project implementation life cycle, here I am explaining some critical factors which are unavoidable to decide at project kick-off stage in my point of view;

• Define project delivery solution type – Either a project is of rapid type, enterprise type, standard type, agile type, or upgrade type. The nature of project type should be clear to each project stakeholder.
• Select and share a suitable project methodology – An ERP project management and successful completion is critically depends upon project methodology. Indeed, adopted methodology details should be well communicated with client and should be in practiced in project life cycle.
• Competent and committed resource allocation – Dedicated resource should be requested from client for Project coordinator role.
• Ensure Information source and quality – Project scope is finalized based on information provided before project sign-off. Information provided at initial stage should be probed. It is also really significant to have business processes details from relevant department and verified from authorized person. Whereas quality determines effort to be made on data assortment so you should ensure authentic information source in the beginning.
• Draw Infrastructure Outlining – Organization facilities should be well defined in requirement documents to understand hardware and licensing requirements in the beginning of project.
• Endorse Train the trainer in phases – There should be at least one resource allocation for each domain training. First phase of training should be start in analysis phase, it’s really important that user feel comfortable with ERP-GUI at first Conference Room Pilot (CRP) session. Master trainers should have ERP testing environment ready with standard basis process SOPs. Indeed, master trainer should be well practiced in basic and standard business process execution in ERP. Second phase of training should be before UAT probably after design stage.
• Define Work break down (WBS) structure – Project should be complete in sprints. WBS should represent that project tasks would be efficiently divided in to sprints.