Implementation Projects Short on Resources Use Lean, Agile, and Rapid Processes

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At Computeration, we have encountered small companies over the years that are unable to allocate adequate time, equipment, personnel, and training resources to an implementation project. They may start out with good intentions then business or personal issues get in the way. Executives simply under-allocate the necessary resources when other priorities make demands on scant resources. Resources and personnel are reallocated despite experienced consultants explaining requirements and providing detailed implementation plans that clearly lay out the personnel resources needed.

In an effort to reduce the number of expensive implementation failures, we like to use an assessment process at the beginning and at regular intervals throughout a project to assess the potential success or failure of the project. Like preventative medical care, preventative project care can be the least expensive treatment when undertaken early.

Use these tactics if you’re starting an implementation project that you’re concerned about or if you’re in the midst of a faltering project. Learn more about our small company Dynamics GP coaching process at

  1. Our coaching kickoff session is our preventative project care first test. If our project executive sponsor misses or is substantially late for the kickoff meeting, that is an immediate red flag and showstopper. The executive sponsor sets the company cultural expectations for the project. When the first expectation is met with a lack of commitment, we won’t proceed.
  2. If the project manager, usually the IT or accounting manager who is the primary internal implementer, falls behind in meeting appointments or accomplishing homework at any time during the implementation project, we bring recognition of the fact to the executive sponsor that the project is likely to fail. This isn’t done with an attitude of, “Hey, so-and-so isn’t doing their job.” It’s with an attitude of, “You’re piling more work onto this person and not helping them set agreed-upon priorities.”
  3. If we see faltering resources during the implementation, we initiate an assessment with the executive sponsor and internal project manager to attempt to bring more resources to the project. Better an increase in temporary help costs or consulting services at this time than a failed project.
  4. An alternative to adding more consulting resources is to review the project module requirements and determine if requirements can be cut back to fit within the resources available. Common cutbacks in functionality include:
    1. Deferring the implementation of financial statements for a month
    2. Deferring implementation of Bank Reconciliation or Fixed Assets
    3. Cancelling or deferring the import of historical transactions

Some small company projects may take only a few weeks for an implementation. We’ve implemented in as rapidly as two weeks. If this is the case, our assessment of project resources is reduced from weekly tests to daily tests.

Computeration implements Zap Historical Transaction Integration ( across the continent and implements Dynamics GP in Idaho and throughout all western states. We assist clients in controlling costs with effective, proven Rapid Implementation processes.

by Computeration

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