Last Friday, while enjoying a not-at-all healthy Salisbury steak with cheese, I had an interesting discussion with a partner: should NAV consultancies create default databases?
A default database (in this context) is a packaged solution built upon standard Microsoft Dynamics NAV, where a consultancy has introduced a number of features that they sell to all their customers as the standard solution, instead of standard NAV. The modifications to standard NAV can range from simple report adornments to minor feature improvements to full-scale horizontal or vertical functionalities.
Continue reading Default database approach
Four months ago I attended a conference, where I had a chance to listen to Miha Kralj, an architect at Microsoft, talk about architectures. It was one of the best presentations I ever attended, and ever since I had this topic in queue, but never really had chance to write about it. Most of the stuff he talked about reminded me of some bad experiences about architectures on projects I’ve worked on. Most of stuff here is also not my original contribution to the universal pool of knowledge, and I reuse it with the permission of the author, so Miha, thanks! What I did, however, is that I applied general principles to specific Microsoft Dynamics NAV situations.
Continue reading Architectures: Good, Bad and Ugly
It’s a well known fact that IT projects fail every so often. Standish Group has been researching the success and failure factors of IT projects for a decade and a half, and they publish their results in their CHAOS report every two years or so. According to their 2006 report, only about 35% of projects can be categorized as successful, while 65% are declared unsuccessful. In this report, word unsuccessful can mean anything from exceeding time and/or budget (46% of projects) or failing altogether (19% of them). With such a huge proportion of projects going astray, maybe there was something wrong with these projects from the very beginning. Were the time and budget unrealistic? Were the project requirements, or even objectives, unrealistic? Maybe. Or maybe not. How can you tell?
Continue reading Business case – do I eat it or?