English
One of the smartest ways to prevent delays, broken testing cycles, and go-live crises is to set up your ERP environments properly from day one. Most organizations either operate with too few (leading to collisions and rework) or too many (adding cost with no benefit). Here’s the realistic, no-nonsense
security-en
Microsoft’s new licensing validation model for Dynamics 365 Finance & Operations is one of the most significant governance shifts since the platform moved to the cloud. For years, organisations could rely on intent rather than strict enforcement: assign the roles you think users need, trust that your licensing aligns,
implementation-governance-en
You can master every methodology and memorize every phase gate—then real life shows up. ERP implementations (including D365 Finance) don’t fail because people forgot the theory; they wobble because reality keeps moving. These are field notes you only learn by shipping. 1) The business will be called upon
finance-en
One of the most common misconceptions I see among D365 Finance users is that clicking Post sends a transaction straight into the General Ledger. In reality, what happens is far more structured — and understanding it is key to reconciling balances, auditing entries, and governing financial data effectively. D365 Finance separates
data-en
The most underestimated part of ERP projects. Here are the traps even seasoned teams miss—and how to avoid them.
implementation-governance-en
Most CFOs assume that once a technology project starts, control naturally shifts to IT or consultants. In reality, the success of any digital transformation depends on how well Finance keeps ownership — not just of the budget, but of the vision, governance, and value delivery. 1. Where Control Is Lost In
implementation-governance-en
In every ERP implementation, one of the biggest sources of tension isn’t the technology — it’s unclear accountability. Who’s supposed to approve the solution design? Who signs off on data migration? Who leads cutover readiness? These questions often surface too late — during go-live chaos. That’s why we
English
For years, ERP projects were framed as a choice between two opposing camps: Waterfall vs. Agile. On one side, the rigor and predictability of Waterfall — stage gates, formal approvals, clear deliverables. On the other, the flexibility of Agile — iterative releases, sprints, and early feedback. Today, most ERP projects, especially large-scale
English
Introduction — Why Security Role Design Is a Governance Issue Many organizations treat ERP security as a technical step done late in the project. In reality, security design reflects organizational accountability — it defines who can act, who can approve, and who is accountable for what. A poorly structured model leads to
English
For many organizations, the go-live weekend marks the finish line of an ERP implementation. But in reality, it’s the most fragile phase — one where all the work of months or even years converges into a few critical days. And yet, the cutover plan — the detailed sequence of steps that
English
In most ERP programs, the words governance and management are used interchangeably — yet they mean very different things. Confusing the two often leads to unclear roles, slow decisions, and frustration between business and IT teams. Understanding the distinction is key to building a structure that supports decision-making, accountability, and long-term
implementation-governance-en
Too often, ERP implementations are still treated as technical projects. The software works, the integrations run, and the go-live checklist is ticked off — yet users struggle to adopt it, processes remain inconsistent, and the system fails to deliver strategic value. The root cause is rarely technology. It’s governance. When