Dear Vaibhav, Bob, Sonia & others interested in the toolkits First of all, I would like to point out that the toolkit does NOT require a license to run. There's a tool within the toolkit, namely a business modeling tool and this tool does require a license. The license required comes with the tool and does NOT cost any extra.
I think the confusion comes from the fact that this modeling tool originally was developed in Navision days and the database of choice at that time, was the Navision database. But like any other tool using a database, you won't have to intereact with this database to use the tool, in other words it could have been any database, only it happens to be the Navision database for now. Second, it is true that the foundation for the methodology is the OnTarget methodology developed for Navision. Only the new toolkits are now product specific. The methodology is one layer within the toolkits and this methodology is ERP applicable, another layer is the tools & templates section and it's product specific where possible. The third layer is a Service Offerings layer containing information about the pre-defined packaged offerings, QuickStart and QuickPlan for Axapta (in the case of Axapta). Final thought on this subject, the toolkits are business focused and makes use of business modeling techniques to define the customers needs and to drive the implementation. A lot of Partners are still using the function/feature approach with the issues resulting from this. Most often customers have no idea what functions/features they need, but they do understand a Partner that speaks their business language. PS. In regards to the access to these toolkits, a Partner must buy a MBS service plan and this is the ONLY requirement. Regards, Tonny Jonsson RubyTurtle Consulting http://www.rubyturtle.com E-mail: [EMAIL PROTECTED] --- In [EMAIL PROTECTED], [EMAIL PROTECTED] wrote: > Vaibhav, > > Thanks for the extensive Tool kit Information. > > Sincerely, > > Bob Brinker > > > Bob Brinker > Oakdene Group, Inc. > 2625 Butterfield Rd. (Suite 212E) > Oak Brook, IL 60523-1261 > (630)368-1046 x/230 > (630)368-1050 (Fax) > [EMAIL PROTECTED] > ----- Forwarded by Bob Brinker/OGIDM on 09/17/2004 11:01 AM ----- > > > vaibhav pednekar <[EMAIL PROTECTED]> > 09/17/2004 10:09 AM > Please respond to Axapta-Knowledge-Village > > To: [EMAIL PROTECTED] > cc: > Subject: Re: Fw: [Axapta-Knowledge-Village] Axapta > Implementation Methodology > > > > Dear bob & Sonia > > Microsoft has the same toolkit which Navision used to > provide, now only they changed the look and feel. > > The toolkit requires a license and runs only on > Navision, so truly speaking it is not Axapta Toolkit, > but Navision Toolkit. > > But the Methodology is same , i mean the steps > involved in it like - > > 1. Evaluate > 2. Plan > 3. Build > 4. Deploy > 5. Operate > > 1. Evaluate - consists of following steps > a. Project Initializations > b. Infrastructure analysis > c. Pre-analysis - > Steps in Pre-analysis > > Project Manager > > > Prepare Pre-analysis Proposal > Create a winning Pre-analysis proposal. > > > Present Pre-analysis Proposal > Deliver the Pre-analysis presentation to the prospect > in order to explain the process involved in the > pre-analysis, the benefits and the deliverables that > result. > > > Confirm venue, resources and timing > Proposal has been accepted by customer and practical > arrangements have been made. > > > Organize and confirm internal resources > Upon an accepted Pre-analysis proposal, it is > necessary to ensure sufficient availability of Partner > resources for the project. > > > Formal handover to Product Consultant > Ensure that knowledge is transferred from salesperson > to Product Consultant as effectively as possible. > > Product Consultant > > > Collect Pre-Analysis Data > Prepare as much as possible before running the > Pre-analysis workshops. > > > Prepare for Pre-analysis Workshops > Prepare diagrams, etc. in order not to take too much > time out of the workshops. > > > Conduct Pre-analysis Tools & Tech. Training > > Teach the customer workshop participants the process > of the Pre-analysis. > > Create Departmental Diagram > Understand the company?s departmental structure and > different departments? responsibilities. > > > Create Pre-analysis Report > Prepare and present the Pre-analysis report. > > Application Team > > > Identify All Use Cases > Create a list of the customer?s use cases, or business > processes. Ensure that when this activity has been > completed that consensus has been established on how > business processes in the company are actually > performed. > > > Identify Business Critical Processes > Identify at least 2-3 major Business Critical > Processes for further analysis. > > > Setup Application for Gap/Fit Analysis > Prepare the system for running the Gap/Fit Analysis. > > > Conduct Gap/Fit Analysis > Document the gaps between the required functionality > and the standard systems capability as well as the > gaps between current business processes and new, > optimized processes. > > > Identify General Key Requirements > Derive key requirements to the system implementation > from the identified system and business objectives. > > Technical Consultant > > > Create Physical Diagram > Create a graphical representation of the organization > and the entities that it interacts with. > > > Create Hardware Diagram > The purpose of creating a hardware diagram is to > establish an overview of the customers current > hardware situation. > > > Create Software Diagram > List the existing software elements that the company > uses. > > Project Management Team > > > Define Project Scope > Establish consensus of what is included and what is > excluded from the project. > > > Create Project Implementation Proposal > Prepare and present and ?winning? proposal using the > information obtained in the throughout the > Pre-analysis process. > > > Present Project Implementation Proposal > -----End of Preanalysis------------------ > > 2. Plan - > Purpose > Educate the customer on the key design decisions that > must be made, gather relevant information that > applies, and guide them to making decisions where it > is safe to do so. > > Identify key areas of risk that require further follow > up. Provide customer with an estimate of the cost of > the proposed solution and resolve key design issues. > At the end of this session customer should have a > clear idea of the solution that will be delivered and > the key project milestones. > > To plan the first activities for the Implementation > project. > To schedule Partner and customer resources. > To organize training of customer resources. > Information gathered from this service will be used to > define the key project deliverables and estimate the > cost of the proposed solution. Consultants should be > provided with tools to assist them with determining > and creating a high level list of deliverables and key > milestones. Best practices patterns and tools for > building the proposed solution and the basis for > estimating work. > > Project planning at this stage includes setting > timeframes and resources on the various analysis phase > activities. Furthermore, the information that must be > accumulated in the Project Charter is defined and the > information collated. This information includes among > other things client company background, project plan, > project organization, project risks, implementation > strategies, change control procedure, testing > procedure and sign off procedure. > > The Project Charter should also describe the project > deliverables of each project phase. The project > charter is a living document. This means, that as the > project progresses, and more information regarding > issues, strategies, risks etc. is available, this can > be communicated to the project team by adding it to > the project charter. > > Resources have to be scheduled to set up the client > environment and to conduct some initial training on > the base application. The sooner the training takes > place, the earlier the client is involved in the > process and understands the processes of > Implementation. This encourages and fosters the idea > of ?Project ownership?. > > Some of the information for the project charter can be > collected from the previously completed documents > (Pre-analysis report and Systems proposal). > > Steps in Plan Overview > > Analysis > The Plan phase contains a collection of activities > necessary to state in a precise and complete way what > business processes the proposed system must support, > and what system customizations, interfaces and data > conversions are required. > > > Solution Design > The purpose of the Design phase is to obtain detailed > descriptions of system modifications as defined in the > Functional Requirements Document, future business > processes as defined in the gap-fit worksheet, > interfaces connecting to the system as defined in the > gap-fit worksheet and converted data as defined in the > gap-fit worksheet. > --------End of Plan------------------------------ > > 3. Build > The purpose of the development and testing phase is to > set up the Customer and Partner development > environments, collect enterprise data, do the > development work required for the project and finally, > perform the testing activities. > > In this sense, this phase realizes the system designed > in the previous phase. > > In this phase of the implementation project, a large > part of the work is done away from the Customer site > and therefore communication is the key factor in > contributing to the success of Customer acceptance of > the new system. The project manager has the > responsibility of ensuring that the Customer is aware > of all the activities that are being performed during > this period, and plan for information to be delivered > to the Customer at various milestones within the > phase. > > One of the outputs of the design phase is the build > plan. It is up to the development manager to divide > the required development work into manageable parts of > work. These parts of work are called ?builds?. By > dividing the work into builds, the project manager can > achieve a number of objectives: > > The difficult or more complex pieces of work can be > completed early in the process. By doing this, the > project manager will be able to identify any areas of > concern that may have an impact on project success. > It also gives the project manager a milestone to > report to the Customer as to the progress of the > development work. A measurement such as ?milestones > complete? can be communicated on a regular basis. This > provides continuous information to the Customer at a > time where typically, there isn?t a lot of Customer > interaction (this also provides leverage to the > Partner for any work invoiced). This encourages > frequent Customer participation and sign-off > Builds also allow for testing to be structured and > managed efficiently. It devides the development > process so that the Customer receives something > throughout the process, and feedback can be received. > It is a structured framework for dividing work among > multiple Development Consultants. The Customer > receives the code not solely at the end of the entire > activity, but in parts. This provides for Customer > buy-in and acceptance of the new system early and also > allows the project manager to gauge the initial > reactions, as it will be the first time where they > will see their concepts realized. > The development and test phase is the phase where > control over requirements is critical. Because it is > the first time that the Customer has seen their > ?vision? realized, it is most likely that they will be > excited about it and as a result want more, or, > something different from that originally defined. > Expectation management is crucial. > > The test process is key to ensuring the quality of the > system being delivered. Planning the tests must begin > as early as possible. Involve user groups as much as > possible in preparing the test criteria. It is crucial > that the Customer is the one actually conducting the > test. > > The project manager must control any changes to the > project and evaluate to what extent changes at this > stage of the implementation process will affect time, > budget and scope. > > In practice, this is the area that requires the most > attention. There is a large component of documentation > and testing that consumes great quantities of both > time and resources, and Customer s are often inclined > to make the shortcut of not conducting the system test > properly. As a rule of thumb, too little time spent on > planning, preparing and conducting the tests means a > higher risk of software incidents. The result of such > a situation could be the Partner not meeting Customer > expectations. > > The development process is an iterative process. It is > normal for the testing to reveal errors and > inconsistencies, and as long as these are controlled > and handled in a structured manner, it is unlikely to > jeopardize a successful project. > > Each build will go through the process of a unit build > test, followed by a Partner build test and a Customer > build test. Once the Customer approves the build, it > will be implemented into the production system, the > Partner development and testing environment is updated > with the Build and the process continues until all the > builds have been tested. Then the final production > system is ready for the system test. > > Quite often functional requirements will change with > respect to the original scope. As the Customer > visualizes the solution being implemented, there is a > tendency or temptation on behalf of the Product > Consultant or Development Consultant and Customer to > throw in some ad-hoc customizations. These must be > kept under control using the various tools that are > put in place (e.g. SIR, SCR) to address change > management. For each change suggested or each > requirement added, an analysis of the impact on scope, > time and cost must be made. The project manager can > perform ?what if? scenarios on the project management > tools they currently use. > > Key success criteria for the development and test > phase are: > > Deliver key functionality first > Address least understood areas early > Reduce the risk of late delivery > Reduce the risk of non-acceptance > Reduce risk of integration failure > Minimize feature/scope creep > Careful change management. > Steps in Build Overview > > Software Design > To create design specifications for customizations, > interfaces and data migration. > > > Software Builds and Test > Once the Customer approves the build, it will be > implemented into the production system, the Partner > development and testing environment is updated with > the Build and the process continues until all the > builds have been tested. > > > System Test > Ensuring the builds are consistent and of the highest > quality possible. > -----------------End of Build------------------------- > > 4. Deploy > The Deployment Phase marks the end of the > implementation process. The new system has been > analyzed, designed, developed and tested. Scope has > probably changed somewhat, errors have been found and > issues resolved. Various pieces of documentation have > been produced throughout the process as a normal part > of the implementation, and the remaining end-user > training is taking place. The infrastructure is in > place, the data has been converted and everything is > set to go, but in order to launch the system, the > project team needs approval from the steering > committee in the acceptance walkthrough. A meeting is > arranged whereby the implementer and the Partner and > Customer project managers walk the steering committee > through the project deliverables. Also, the critical > success criteria for the project are revisited. > > There will be occasions where implementations will go > live without having met all acceptance criteria. This > is normally the case when there are external > circumstances that affect the project. E.g. the > financial accounts have to be run on the new system at > the start of the calendar year. This means that the > system must go live on Jan 1st regardless of whether > or not all the acceptance criteria are met. It is > highly likely that most of the criteria would have > been met but the remainder will be met soon after go > live. > > The implementer prepares for the acceptance > walkthrough meeting by checking that all project > deliverables are in place, and that the acceptance > criteria have been met. Once the steering committee is > satisfied that this is the case, they must approve the > delivery, and the system can be prepared for going > live. Transactions and balances are imported into the > system, all configuration checklists have been crossed > off, users trained and the system goes live. > > Throughout this phase software change requests (SCR?s) > and system incident reports (SIR?s) are monitored and > processed as always. Any training of end users is also > conducted during this time. > > Steps in Deploy Overview > > Prepare Production System > Prepare all resources, infrastructure, data etc. so > the production system can be set up. > > > Acceptance Walkthrough > The acceptance walkthrough marks the end of the > project and the Customer?s acceptance of the > deliverables. > > > Go Live > Initiate the daily operations using the new system. > -----------End of Deploy--------------------------- > > 5. Operate - > The activities in this phase are related to the > maintenance and support of the new system and > monitoring the client?s future needs due to growth and > business developments. Activities include entering > into maintenance agreements with the Customer for > technical software maintenance/upgrades and support in > training, consultancy software support and monitoring > errors and enhancements for future business > opportunities. > > Steps in On-going Support > > Project Management Team > > > Prepare and Present Support & Maintenance Agreement > Sell a support and maintenance agreement to the > Customer. > > > Monitoring SCR?s and SIR?s > Monitor and analyze SCR?s (software change requests) > and SIR?s (software incident reports). > > > Qualification of Need and Pre-analysis Proposal > Identify a need from the completed SIR?s, SCR?s and > internal support system, qualify that need and prepare > a Pre-analysis proposal for the Customer. > ---------End of operate----------------------------- > > Its huge one cannot copy and paste all sorry people. > > > i hope this helps you > > thank you > regards > vaibhav pednekar > > > > --- [EMAIL PROTECTED] wrote: > > > Dear Vaibhav, > > > > Which Tool Kit are you referring to and which > > Microsoft site can it be > > downloaded from? > > > > Thanks, > > > > Bob > > > > > > Bob Brinker > > Oakdene Group, Inc. > > 2625 Butterfield Rd. (Suite 212E) > > Oak Brook, IL 60523-1261 > > (630)368-1046 x/230 > > (630)368-1050 (Fax) > > [EMAIL PROTECTED] > > ----- Forwarded by Bob Brinker/OGIDM on 09/17/2004 > > 08:36 AM ----- > > > > > > sonia kudchadkar <[EMAIL PROTECTED]> > > 09/16/2004 01:48 AM > > Please respond to Axapta-Knowledge-Village > > > > To: > > [EMAIL PROTECTED] > > cc: > > Subject: Re: > > [Axapta-Knowledge-Village] Axapta > > Implementation Methodology > > > > Dear Vaibhav, > > > > Thanks, but are there some specific steps in the > > methodology that you could highlight to me, it will > > be > > useful. > > > > regards > > > > sonia > > --- vaibhav pednekar <[EMAIL PROTECTED]> wrote: > > > > > Dear Sonia, > > > > > > If you are working with Microsoft or Navision > > > partner > > > for axapta, then you can get the Axapta consultant > > > toolkit from them or download it from > > partnersource > > > site. > > > > > > Basically the toolkit is guideline and is not > > > strictly > > > enforced on the partners to follow, you can have > > > your > > > own proven methodologies for implementation. > > > > > > Ultimate aim is to have successfull implementation > > > with very good and efficient Project control. > > > > > > with regards > > > vaibhav pednekar > > > --- sonia kudchadkar <[EMAIL PROTECTED]> wrote: > > > > > > > Hi, > > > > > > > > Is there a prescribed methodology for > > Implementing > > > > Axapta?. All major ERPs have there own Patented > > > > Methodolgies to follow, Oracle for instance > > > follows > > > > AIM. Is there something like that for axapta > > 3.0, > > > if > > > > so please do let me know along with the > > Milestones > > > > in > > > > the same. > > > > > > > > Regards > > > > > > > > sonia > > > > > > > > > > > > > > > > > > > > __________________________________ > > > > Do you Yahoo!? > > > > Yahoo! Mail - 50x more storage than other > > > providers! > > > > http://promotions.yahoo.com/new_mail > > > > > > > > > > > > > > > > > > > __________________________________ > > > Do you Yahoo!? > > > New and Improved Yahoo! Mail - Send 10MB messages! > > > http://promotions.yahoo.com/new_mail > > > > > > > > > > > > > _______________________________ > > Do you Yahoo!? > > Declare Yourself - Register online to vote today! > > http://vote.yahoo.com > > > > > > Sharing the knowledge on Axapta. > > > > > > Yahoo! Groups Sponsor > > > > ADVERTISEMENT > > > > > > > > > > Yahoo! Groups Links > > To visit your group on the web, go to: > > > http://groups.yahoo.com/group/Axapta-Knowledge-Village/ > > > > To unsubscribe from this group, send an email to: > > [EMAIL PROTECTED] > > > > Your use of Yahoo! Groups is subject to the Yahoo! > > Terms of Service. > > > > > __________________________________ > Do you Yahoo!? > Take Yahoo! Mail with you! Get it on your mobile phone. > http://mobile.yahoo.com/maildemo > > > > Sharing the knowledge on Axapta. > Yahoo! Groups Links ------------------------ Yahoo! Groups Sponsor --------------------~--> $9.95 domain names from Yahoo!. Register anything. http://us.click.yahoo.com/J8kdrA/y20IAA/yQLSAA/kGEolB/TM --------------------------------------------------------------------~-> Sharing the knowledge on Axapta. Yahoo! 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