Ax Implementation ideas

I remember seeing Brooks's <man-month myth> a long time ago. One of them describes the software development model, I only remember that he described a surgical model development team. In a software development team, there should be an experienced person playing a leading role, which is equivalent to a surgeon who performs a surgical procedure, of course, some roles are responsible for writing documents and providing technical support. These roles are similar to the deputy surgeon or nurse.

Over the past few days, I have been wondering if it would be better to use this mode to implement ax. Now most teams that implement ax send a consultant to each module, so the implementation team is Hao Tang, finance, logistics, one production consultant is responsible for one production project. If one project is to be used, it will take three months to complete. If the other project is to be used for six months, the effect will often be poor. of course there are many reasons for the quality of the results, but as Brooks said, the progress of the project does not depend on the number of people invested in the month, because increasing staff means increasing communication costs, during project implementation, the biggest time cost lies in communication. Communication with the customer is too troublesome, and there is a lot of noise between the project teams. Just watching the busy schedule, can the problem be solved? Not necessarily.

Project implementation requires experts from various modules, and must be able to guide global communication for planning. ERP is a system engineering, and each module has a natural connection. The experts of each module only know their own modules, the logistics personnel do not know the accounting template, and the production personnel do not know the cost, financial personnel do not know how to collect and deliver goods, which is equivalent to artificially splitting the entire system business of a company into several parts. The connection between modules becomes a problem. of course, there is a project manager during the project implementation, but according to my understanding, this project manager is mainly responsible for coordinating the relationship between project team members and customers, formulates schedule and other tasks. I think the Project Manager only increases the communication cost and does not solve the fundamental problem, because most project managers do not understand ax products. At best, it is just a lubricant to buffer friction between objects, but it is not very useful for doing well.

I think ax's project implementation requires a surgeon who needs to have a deep understanding of each module of ax and can quickly develop the solution implemented in ax according to the customer's situation, in the project implementation process, it is enough to assign this person to investigate the implementation of the enterprise in ax for a period of time. of course, the surgeon may not be very clear about some details. The surgeon can tell the expert of each module about the analysis results and give the expert's opinion on the problems of each module. as this person has already done the interconnection between various modules, the implementation of the entire enterprise in ax is complete and integrated, and reduces the communication costs between module experts.

Is there a high requirement for the surgeon? Yes, let's take a look at Brooks's requirements for the surgeon. Maybe ERP implementation requires more surgeon.