The Truth About Microsoft Dynamics® GP 2010

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So we’ve heard what the product developers think about their new creation, but how do users really feel about Microsoft Dynamics GP 2010? It depends on whom you speak with, but key advantages that seem to stand out are ease of upgrading, improved searching capabilities, and state-of-the-art integration with Microsoft Office programs like Excel.

An article from MSDynamicsWorld shares some customer testimonials about their upgrade to Microsoft Dynamics GP 2010. Let’s see what they had to say:

"Our upgrading went pretty smoothly," says Jason Johnson, ERP administrator for Orange 21 North America, a goggle and sunglasses manufacturer. His company upgraded some 60 machines from GP 9 to GP 2010 in January.

"We started at 2 p.m. on Friday," he says. "We left the building at 4 or 5 p.m. on Saturday" with everything completed. There were "only a couple minor bugs" and one third-party issue that Microsoft technicians helped the company resolve.

For ChemPoint, a 200-employee company, Edward Lux, vice president of technology, has been testing GP 2010 on a single machine. The company has been using GP for the past ten years.

He especially appreciates on GP 2010 the "remember me" functionality that does away with always entering user names and passwords, along with the improved look-up capability. "Depending on your role, it easily gives you what you need."  He also likes the integration of GP reports with Microsoft Office. "It results in clearer reports."

He sees his company's biggest obstacle as getting updates on its third-party programs, though, "We don't see this as being a difficult thing." He sees a 90-day lag in getting the ISV programs to work with GP 2010 once ChemPoint upgrades.

A real look at how Microsoft Dynamics GP 2010 is helping companies today is refreshing. A change as big as this one is intimidating to some, but to see many customers like you going through the fire first helps to build confidence and gets you to take the right step for the future. Also here to help is our devoted team here at Anderson, Tackman & Company’s Accounting Software Consulting Group (ATCO). We are a Microsoft Gold Certified Partner specializing in Microsoft Dynamics solutions including Microsoft Dynamics GP, Microsoft Dynamics CRM and Microsoft Retail Management System (RMS/POS).

By Sherry L. Berg, CPA & Suruchi Taneja, MBA/MIS, Anderson, Tackman & Co, PLC, a Wisconsin Microsoft Dynamics GP Partner

1 thought on “The Truth About Microsoft Dynamics® GP 2010”

  1. We are looking into erp right now. The MS partner shared this article with us which both helps and makes us realize that the change won't be easy.

    12 Steps to a Better ERP Launch©
    Carlos Lozano, MCS, MBA, Consultant

    Improved processes and a competitive edge are the destination, but how do you get there? Whether your business is entering a first ever enterprise resource planning (ERP) experience or considering a move to an ERP that more effectively meets current requirements, clear expectations and planning can improve your experience and near term success. The following steps will help you reach your goal.

    1) Quantify ROI expectations. Know why you are implementing a new ERP and what the results will be. These should be specific to the processes you are seeking to improve such as inventory, and the time frame in which the ROI is to take place.
    2) 100% organization “buy in” is essential, including managers and non-managers. Buy in looks this way:
    A. Be willing to commit the time, information, processes and resources to making this transition successful.
    B. Keep the vision of improved competitiveness and profits at the forefront at all times.
    C. Accept that current processes will change and prepare to adapt to the new processes.
    3) Understand who owns the final responsibility for success.
    A. The company is the final owner of the outcome.
    B. Consulting partners facilitate success, provide tools and expertise.
    4) The CEO, COO or CFO assign individuals or a group as project managers and empower them to insure compliance, buy in and smooth process execution. Empowerment is a tool for addressing organizational resistance.
    A. Project managers should include key player from all departments and processes.
    B. Project manager should welcome individual input while conveying that they will have final decision making responsibility.
    5) Assume that the project will take time away from established resources for the project implementation period.
    A. Time impacts productivity.
    B. Time may require additional human resources allocation or redistribution on a temporary basis.
    C. Plan ahead to compensate for these changes.
    6) Stick to the initial scope of the project, unless a critical element has been overlooked, and save the “wish list” for later.
    7) Acknowledge expertise gaps and bring in objective outside resources when necessary for first round implementation success.
    8) Assume that change is not easy but it is the way to growth. Let go of what isn’t working for your organization. The goal is greater efficiency and competitiveness. If the old way worked, your organization wouldn’t have launched on the path for a new ERP.
    9) Train to reinforce, test, transfer knowledge and insure the best delivery for your project. Training completes the cycle and takes the hypothetical to real world success.
    10) Make a clean break. Do not run parallel systems once you launch. This reinforces old behaviors and habits. Test the system before launch and make sure everything works before you Go Live.
    11) Allocate on-site support for the first 30 days or more after you go live. Do not assume that your human resources already know how to do their job in the new construct. It’s easier to identify and fix glitches earlier than later.
    12) ERP will not be painless but the process can be made easier by following these guidelines.

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