Dynamics 365 project management
Managing an ERP project requires method, visibility and coordination. With our expertise in Dynamics 365 project management, FiveForty secures every step, from scoping through to rollout, to ensure an ERP aligned with your objectives and your business challenges.
Challenges of managing a Dynamics 365 project
- Lack of governance and visibility on progress
- Risks of overruns: budget, schedule, quality
- Poor coordination between business and technical teams
- Configurations not aligned with actual needs
- Insufficient anticipation of risks and impacts
Our Dynamics 365 ERP project management methodology
FiveForty manages your ERP projects with a rigorous and transparent methodology. Our role is to ensure controlled progress, smooth dialogue between all teams and constant alignment with your business priorities. We define a clear framework: governance, responsibilities, schedule, risks, deliverables. We handle day-to-day monitoring, make decisions when needed and anticipate impacts to secure each stage. Thanks to our in-depth knowledge of Dynamics 365, we guide your teams to ensure informed decisions and an efficient rollout. The result: a stable, controlled, value-driven project.
Dynamics 365 ERP project management: our services
- Setting up project governance
- Building and tracking the schedule
- Risk management and trade-offs
- Management through go-live and post-deployment support
- Coordination between business and technical teams
- Quality monitoring of deliverables and configurations
The benefits of Dynamics 365 project management
- An ERP project scoped, managed and secured end to end
- Clear visibility for all stakeholders
- Reduced risks, overruns and surprises
- A controlled go-live aligned with your business objectives
Governing an ERP project
Governance determines the outcome more often than technology does.
Steering committee and decision-making
A committee that meets without the power to decide is useless. It needs members able to rule on a scope, a budget or a date, and to do so quickly.
Scope control
Scope creep is the leading cause of overruns. Each new request must be costed and explicitly decided on: included in the project, postponed or dropped.
Schedule and milestones
A few firm milestones, tied to verifiable deliverables, are worth more than a detailed schedule that no one keeps up to date.
Risk management
Identify structural risks early (data quality, availability of business teams, dependence on a key person) and assign an action to each one, not just a line in a spreadsheet.
Involvement of business teams
An ERP project calls on your best people at the worst time. Without management decisions on their actual availability, the project moves forward without the people who know the processes.
Indicators and reporting
Actual rather than self-reported progress, budget consumption, open issues, UAT pass rate: a few indicators tracked seriously are enough.
A question? An answer.
Frequently asked questions
External project management brings neutrality, experience and methodology. We secure decisions, anticipate risks and ensure constant alignment between business teams, IT and integrators.
Yes, our expertise is focused on the Microsoft Dynamics 365 ecosystem, which allows us to manage every stage of the project with precision, whatever the functional scope.
Project manager, PMO, functional experts and technical architects as needed. Each project gets a team suited to its complexity.
Yes. We regularly step in mid-project to restructure governance, secure the next steps and put the rollout back on a stable track.
Decision-makers who can make calls on scope, budget and schedule, together with the relevant business managers. A committee without decision-making power turns every item into a mere status report.
By costing each new request and making an explicit decision on it: included in the project, postponed to a later phase or dropped. The absence of formal decision-making is the leading cause of overruns.
Through verifiable deliverables tied to firm milestones, and through the rate of validated user acceptance testing rather than a self-reported percentage. The remaining work is more telling than the time consumed.
An ERP project draws on the people who know the processes best, at the moment they are most useful to operations. This workload must be arbitrated and offset by management, otherwise the project will go ahead without them.