Resources to support global Microsoft Dynamics NAV installations

Developers or business consultants?

Someone once noticed that the best ideas are those interdisciplinary ones. This rule applies to business too. For instance, if a company is working on the software for some sophisticated medical equipment, the best person to do it is a programmer with medical background. Knowledge of two disciplines gives you a unique perspective. When it comes to ERP systems, their development as well as necessary adjustments should be entrusted to someone who has both business and programming knowledge.


With each new version, Microsoft Dynamics NAV development environment is prepared in such a way as to allow not only a narrow circle of experts to combine the functions of both business consultant and software developer. In case of many other ERP systems, performing these two roles at the same time is practically impossible.


From the very beginning we attached great importance to hiring consultants who have both business and programming knowledge and skills. As this approach has both pros and cons, its validity is sometimes put into question. A few months ago, we held a discussion on the relevance of assigning a special team of Microsoft Dynamics NAV developers. The benefits seemed obvious. In theory, several programmers would ensure the high quality of system adjustments. The difficulty lies in the fact that a great deal of interesting modifications that we prepare for our customers cannot be used in other projects. Modules are not developed for broad use but rather to meet the needs of specific customers. However, when we start a new project for a company with a similar business profile, it is not possible to transfer the previously implemented module just like that. It is easier to build it from scratch. Therefore, it may seem that assigning a separate team of consultants dedicated to software development is an ideal solution.

However, there is another side of the coin. Among many ERP partners a rigid separation between the competences of consultants and programmers is quite common. Consultants are also distinguished from pre-sales employees and team leaders. There is no such a division in our company. There are only various stages of career path. Starting work at IT.integro, one begins from the programming work. With time, the new employee acquires more and more business knowledge and becomes a consultant. But, unlike the typical consultants, he already has a solid programming background. The last step is to become a senior consultant, who stands out as a specialist with extensive consulting and programming experience that will definitely aid him in project management.


What we observe is that splitting competences of consultants and programmers may be confusing for customers. Programmers often don’t feel the business approach. Consultants, however, during meetings with customers, may promise things which are technically not feasible. Our global customers greatly appreciate the fact that our consultants are also programmers. There is no need for them to explain anew the same problem, first to the consultant and then to the programmer. IT.integro consultants have programming skills and they are well acquainted with business issues.


So far, that’s the reason why we don’t have a separate Microsoft Dynamics NAV development department. All our consultants are software developers and, I must say, our customers are very often positively surprised by this fact.

Staff turnover

60 people

Project teams

Helpdesk teams

Specialization in disperate areas

Master League

Technical University trainings

In-house consultants or external Dynamics NAV partner?

Perhaps you are considering employing your own Microsoft Dynamics NAV (Navision) consultants to carry out the global roll-out. The benefits seem obvious, taking into account how extensive works are ahead of you. But why such a solution could be risky for your business?

Experience in global projects – Dynamics NAV implementations and their unique characteristics

Firstly, global projects are not the same as single implementations. For this reason, we use a completely different methodology (NGSRM) while carrying out roll-outs. Your internal team of consultants must have sufficient experience and expertise to execute this type of implementation. Otherwise, you risk that they will not handle the project. It is not about Microsoft Dynamics NAV experience but rather global roll-outs expertise. When we started the first global project for our customer in 2006 we already had 10 years of Microsoft Dynamics NAV experience. However, some project-related challenges were still somewhat surprising. One of them involved the ability to develop a global solution that would meet a maximum number of local requirements without making extensive modifications. We carried out a thorough requirement analysis for multiple company branches in Europe and Middle East. It was the first stage to carry out other projects of this kind in the future. For sure, we wouldn’t be able to provide implementation services to our global customers without this specialized expertise.

Difficulty with replacing people in charge of system maintenance

Secondly, if you plan to employ experienced professionals in this area, you need to realize that such experts are in high demand. Consequently, you may be faced with a threat that some of your key project team members may simply leave your company. Then finding a new employee with the same level of knowledge and skills may be a formidable task. By using the services of an external partner, such risk is eliminated.

What after the global rollout?

Last but not least, the number of assignments for the implementation team once the project is complete is radically reduced. System maintenance requires less work than implementation tasks. When the global rollout is over, it may turn out that members of the implementation team may have difficulty with keeping themselves busy. Something, that Henrik Buss mentiones in his recent post.