implementation-governance-en
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
security-en
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
implementation-governance-en
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
ERP
ERP implementations are among the most ambitious initiatives an organization can undertake. They promise streamlined processes, better data, and improved decision-making — but too often, they go over budget, fall behind schedule, or fail to deliver value. The truth is: ERP projects rarely fail because of technology alone. They fail because
Microsoft Dynamics 365 Finance
Microsoft introduced a new User Security Governance (USG) feature starting with version 10.0.43 (preview). While the technical setup is owned by IT, its true impact is on governance, compliance, and cost control. Here are 10 key points to understand from a business perspective — for CFOs, project managers, and
Security
Security is more than “who can click what.” These ten decisions prevent audit pain, workflow failures, and licensing surprises. 1) Optimize licensing (right-size by usage, not by title) Design roles with the lowest-cost license that still covers the required actions. Separate workflow approvers/readers from daily transaction users: * Approvers / reviewers
D365 Finance
If a D365 Finance go-live fails, the root cause is rarely “the system.” It’s usually cutover discipline: unclear owners, missing timings, no rollback, and no throughput data. Here’s the two-rehearsal playbook I use to prevent that. Outcome: two full dress rehearsals with measured timings, clear RACI, signed acceptance
ERP Governance
Most ERP projects don’t fail because of technology. They fail because no one is accountable. Without clear roles, escalation paths, and a culture of trust, projects collapse under bottlenecks, blind spots, and finger-pointing. From real experience in large-scale ERP/D365 transformations, here are the governance lessons you can’t
ERP Roles and Responsibilities
Implementing an ERP system is not just an IT exercise — it’s a full-scale business transformation. When roles are unclear, projects stall, decisions drag, and adoption suffers. When they’re well-defined, you get accountability, speed, and alignment. For a full overview of the ERP journey, see: ERP Implementation Journey — Design