I hope you all are hanging in there and can still work and deliver excellent experiences with Dynamics 365.
I wanted to share my Covid-19 10-day response story on how fast a reduced scope Dynamics 365 implementations has been implemented. Some weeks ago, we and Microsoft were contacted by an important player in the health industry, that urgently wanted to establish purchasing- and supply-chain processes for medications and equipment’s. The key element here was the urgency because it was unclear in what directions the pandemic would take. What the customer needed was tools that could store information about supply providers and what kind of supplies is needed for readiness stockpiling. Our first step was to setup Dynamics 365 to store relations and this was done in a few days. Then setup and go live with a “minimum viable product” of Dynamics 365 finance and supply-chain apps, and we had a goal of doing this in 10 working days. This is the story I would like to share.
Day 1: Onboarding, tools, and deployment
In the initiation of a project, I have a document template named “Welcome to the [Customer]-project”. This is a great document, because it contains all the essential information about the onboarding to a project. It is typically a 6-7 pages document explaining the onboarding process and the main objectives. It also contains references to LCS, SharePoint/Teams sites, DevOps and URL’s to environments. The most valuable element is a full overview of all the people that will be involved in the project. In this project we decided on a small efficient 4 person team(POD), and fast-track support from Microsoft.
Microsoft quickly processed licenses, and we quickly deployed the LCS project. The first we started was to deploy the Tier-2 sandbox, and we named this the UAT environment. We also deployed the Tier-1 sandbox and named this “Test”. The version we deployed was 10.0.10.
We also have a ready folder structure for the team’s site where we can store and complete all documentation. We also have a ready implementation template that is imported into DevOps, that contains the main structure of requirements and tasks. We scope this down to the actual processes we need.
By the end of the first day we had established the tools needed for starting the project.
Day 2: Working with the generic tasks in the backlog
We established a 15-30 minutes daily sprint meeting with all major actors, where the plan is presented, and where the today’s tasks are prioritized. We did not have the time to create large word documents, to we decided to document the solution in DevOps, and organizing all the system setup around the entity templates they can be extracted from D365. I export the templates to Excel, and then import them to DevOps, and this gives be 419 tasks to setup as much as possible in standard.
This makes it possible for we to have a step-by-step tasklist of all the elements I need to build the “Golden environment”. Also each task is being assigned, and the actual setup is documented with a direct URL to the D365 form, and a screen dump of the actual setup.
On the first day we where able to process close to 200 tasks and setting up the most generic parts of the system.
Day 3: Working with the finance task backlog
When working on the finance setup we have a standard chart-of-accounts we imported, and we had to setup financial dimensions. We are also setting up the accounting structure, creating a few inventory posting profile and setting up tax. Normally this is quite strait forward and we can use much from previous projects.
Day 4-5: Working with products
Now the Excel skills is put to the test. We have a excel sheet that contain most of the product master data. In total over 33.000 products, and each product have classifications, attributes, properties and vendor/producer information. We quickly decided to use the same item numbering as was present in the excel sheet. Each column in the sheet was classified if:
- This is a field we have in D365?
- Should field become a category in a hierarchy?
- Should the field because an attribute?
To get the products inn it was a very advanced copy/paste/merge of data into excel sheets that we then imported into Dynamics 365. At the end, we realized that all information we had could be imported, and without any information loss. It was hard work, but the end result was promising containing a list of all medical supplies available and classified into the medical ATC structure.
We also imported barcodes, vendors, producers, employees, address information, external items names/descriptions, attributes.
Day 6: Frist demo, UAT and deploy production environment
At this time, we were ready to show the master data, and the initial view of the system. The customer was impressed by how fast we where able to build a system and processes that was familiar to their operation
We decided to update the system to 10.0.11, and in parallel with the setup of the system we had been working closely with the Microsoft fast track solution architect to make the environments ready for production deployment. After a few iterations we got the production environment up and running and performed a DB-refresh of the production environment with the master data we had in the tier-2 sandbox. This meant that now we had an environment available to start performing transactional process testing and trimming the systems. I know that this is not the normal way of doing this, but thanks to Microsoft’s understanding of the urgency we where allowed to go this “fast-track” route. In DevOps we established the processes we wanted to test and optimize.
Day 7: Test dual write, business events and power platform
As earlier described, we also implemented some of the “CRM” elements first. Now we could enable the dual write, and synchronize vendors, employees, and other information into the CDS. Our first step was just to validate that it was working as expected in the UAT, and it worked as a charm We can share these master data across the D365 platform.
The next thing was to test how we could use the business event framework to integrate towards a 3’rd party WMS provider. Dynamics 365 have a business event that is kicking in when performing a purchase order confirmation. We decided to enable purchase order change management to have a strict workflow and ensure that we would rely on the purchase confirmation process.
This allows us to create a solution where the business event is catched by a power automate flow, that fetched all the lines of the purchase confirmation. And then transforms this into the format that the WMS provider needs. We can also enrich the data sent to the WMS provider, so that it is sufficient with all needed master data in their system. The next step is to import receive lines from the 3’rd party WMS provider. This will happen by power automate creating an arrival journal, and then a batch job in D365 is posting it, and then posting a product receipt. It all ends with a new business event being triggered (Purchase order received) that will send a message to the WMS provider that the goods now have been received. What we in essence then archive is that the on-hand in each system is synchronized, and without any major delay caused by processing.
In total we have setup quite a lot of batch jobs, that handles all from cleaning, posting and planning. We used the takings from the following blogpost as a template for batch jobs.
Day 7: Master planning and Planning Optimization
We do expect that quite a lot of requisitions and requirements will be processed through the system. So using the new planning optimization engine from Microsoft suited the project well. Calculating the requirement on all products is extremely fast and done within minutes. This will allow for faster reaction time to new requirements and potentially reduce stockout situations caused by vendor lead time.
On day 7 we also imported all employees and created some approval position hierarches. This way we can extend the workflow processing for approvals.
Day 8-9: Testing, Testing, Testing in UAT
We started day 8 by refresh the UAT environment, and executing testing according to key central the business requirements defined in DevOps. We found 3-4 issues, that was reported to Microsoft (Index performance etc), that was quickly fixed within hours by the excellent support architects. We also wanted to provide a bit visually nicer purchase order form-letter, that was more presentable, and decided to import the modern reports package from Microsoft. This makes it a bit easier to make adjustments. We did try out the configurable business documents, but in this case it would take a bit more time (that we did not have..) to set up correctly. Any issues we found, was also fixed in the PROD environment.
Day 10: Project closure and training
On day 10, we summarized on how far we had come, and created a project closure/summary report that also contains next steps and more backlog suggestions. We have suggested additional focus on Azure Data Lake, Power BI and implementation of a vendor portal. We also planned to perform training and making final changes to enable end-user onboarding. What we see is that making a system ready is not just setting up the system but implementing the use of the system in the daily operation. This is expected to take more time, and we are ready to respond
Final words and tips
! I really hope this system will show it value and will be regarded as small but valued contribution to the covid-19 response. Microsoft have published the following page where there are resources that can help. Microsoft have also launched a program where you can get a 200 seat Dynamics 365 Customer Service system for free for 6 months to Covid-19 response related activities. Se https://dynamics.microsoft.com/en-us/covid-19-offer/
If you have any similar stories, please share them. The Dynamics 365 community cares and stands united in this Corona-19 fight!