The biggest implementation mistake isn't technical
Answer the right questions internally first.
The best D365 go-lives I've ever been part of all got the order right.
They sorted their own house first. The partner came second.
It sounds obvious. But in practice? I see a lot do it backwards.
After years of placing talent onto Dynamics projects, one thing is clear: the rollouts that run late and burn through budget almost never slip because of the technology. They slip because the business had zero internal clarity on what they actually needed before they brought a partner in to build it.
The successful ones start from within. Senior leadership genuinely in the weeds, not just rubber-stamping the budget. They map out their own processes and build a tight internal foundation first. You can't brief an implementation partner on something you haven't worked out yourself.
Only then do they go to market. And they choose on what actually matters. Does this team really understand our requirements? Can they show us the exact consultants who'll be doing the heavy lifting, not just the heavy hitters in the pitch deck?
This isn't just an F&O issue either. It's across the whole ecosystem.
A great partner can build you an incredible system. But they can only build against the clarity you give them. Sort your side first. The rest gets a lot easier.
For the IT directors and project leads here: at what stage do you bring your implementation partner in?
Do you map everything internally first, or lean on them to help figure out the scope?
I work with Microsoft Partners, ISVs and end users across the US, helping them build permanent and freelance teams across the Dynamics 365 ecosystem.
If you'd like to compare notes on the market or discuss your hiring plans, I'd be delighted to connect.
