Methodology is a tough topic. There are good methodologies, there are bad methodologies, there are good methodologies gone bad. Methodology is not a silver bullet, it won’t just make any problems disappear, and is hardly ever the single source of success or failure. But a methodology can be a major contributor to success. I could put it this way: you stand much better chances of success if you apply a methodology, then if you don’t. With something as critical as an implementation of business software, methodology is a key success factor. According to Jim Johnson of Standish Group, it’s number nine on their ten identified most important success factors.
The biggest jeopardies often lurk where we least expect them. When implementing an ERP system such as Microsoft Dynamics NAV, what should be one of our best allies, turns out to be our mortal enemy. It has a simple name: The Standard. Standard processes, standard functionality, standard documents, standard system. All these gizmos can turn into gremlins in a blink of an unattentive eye.
Standards are tricky. If during due dilligence, or diagnostic or analysis phase, we hear the prospect or customer utter the word “standard”, what do we instinctively do? Well, in a standard system, it’s pretty obvious what the standard is, and when the customer says that they “just have standard processes” it means that these processes are just covered with such a standard system, right? So we instinctively tend to skip the more detailed analysis of these, because after all, they are standard.