Tag Archives: User

Dynamics 365 for Customer Engagement Slow Form Loads for One User

I recently helped out on an issue with slow Dynamics 365 form loads. It was somewhat unique because the poor performance was only observed for one user, for one entity type(PhoneCall). However, every PhoneCall record that the user opened had the issue. We started with a somewhat typical approach investigating business rules, JavaScript, synchronous retrieve plugins, all the normal customization types we might see execute when a form loads. Disabling or removing any/all of them seemed to make no difference at all. We also investigated the roles/teams that this user was a member of, testing with other similar users and not seeing the same issue.


After some thought, we decided to query the UserUISettings record for this user/record type. This entity is used to store a record for each user, and each entity type the user accesses, the primary focus of each record is to cache the formxml from the last time the user accessed one of these records, and keep a cache of the records the user viewed, commonly referred to as Most Recently Used (MRU) data. This is displayed in the Dynamics 365 navigation in a dropdown next to the entity name, like this:

061118 2211 Dynamics3651 Dynamics 365 for Customer Engagement Slow Form Loads for One User

Since this issue affected only one user and for only one entity type, an issue with a UserUISettings record potentially makes sense here. I asked the user to query their UserUISettings for PhoneCall and send me the results. Here is a sample query they can execute in the browser to find this information out:


<org>.crm.dynamics.com/api/data/v8.2/userentityuisettingsset?$ filter=_owninguser_value eq <user guid> and objecttypecode eq 4210


The column RecentlyViewedXml typically returns 5-10 recently viewed records in xml format, the xml will contain the datatype, primary name, id of the record. In the case of the user with the issue, the xml was very large, and contained 17,259 records. Trying to render this massive dataset in every form the user opened would almost certainly cause a performance problem.


It’s important to mention that the application is in charge of keeping this xml a manageable size, and that there was an old defect identified that prevented this cleanup. That defect has long since been corrected in the application, however we’ve observed that if these records grew to an unmanageable size, the cleanup never happens or times out/fails. Therefore a one-time cleanup for affected users is a viable long term solution and not just a stop-gap.


One thing that makes cleaning up this data very challenging, is that it is stored in two places. First in the UserEntityUISettings record in the database like we discussed but it is also cached in Html DOM storage on the browser. You can see this by navigating to Dynamics 365, opening the f12 developer tools in your browser, and typing localStorage in the console and pressing Enter. This cache/database relationship is not one directional as you might think, but they actually try to keep each other in sync. Therefore, if we delete everything from the RecentlyViewedXml field in the database, the next time we access Dynamics 365, the browser cache will upload all the bad data back to the server and we won’t observe any performance improvement. There needs to be a tandem effort to clear the localStorage cache and server data at the same time (or very close to it).


To assist with this effort, I created a solution that uses supported sdk methods to delete the data from the UserEntityUISettings record and clear the localStorage cache. Since it needs to execute on the browser of the affected user, there is a dashboard included in the solution that can be shared with users. When the user is instructed to navigate to the dashboard, they have the option of selecting an entity to clear the data for, or clear for all entities. The output window will provide progress updates and let the user know once the task is complete and they will not need to do any other steps like clearing history or closing the browser.


A view of the dashboard is included below.



061118 2211 Dynamics3652 Dynamics 365 for Customer Engagement Slow Form Loads for One User

061118 2211 Dynamics3653 Dynamics 365 for Customer Engagement Slow Form Loads for One User

Hope this helps,



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Dynamics CRM in the Field

5 Reasons Why Effective Data Management Is Essential for User Experience

Delivering an excellent user experience is essential to attracting and retaining customers. And although data management may not be the first thing that comes to mind when you think about optimizing user experience, maybe it should be.

User experience — or just UX, as really trendy folks put it — has become something of a buzzword at the intersection of IT and business.

5 Reasons Why Effective Data Management Is Essential for User Experience banner 5 Reasons Why Effective Data Management Is Essential for User Experience

That has happened with good reason. In a world where a quarter of mobile users abandon an app after just one use, and where the growth in value of design-focused companies has far outpaced the stock market in recent years, the importance of user experience for driving business value is clear. (On the negative side of things, keep in mind, too, that social media and comment systems make it very easy for a user who has a bad experience to trumpet his or her problems far and wide.)

Data and the User Experience

happy 3277595 960 720 600x 5 Reasons Why Effective Data Management Is Essential for User Experience

When you think about how to deliver a positive user experience, things like user-focused software design and rigorous application testing probably first come to mind.

However, the way you manage and deliver data is crucial to providing a positive user experience, too. Consider the following points:

  1. Applications run on data

    Virtually all applications rely on data to deliver a meaningful user experience. And the best-designed application deployed on the fastest host infrastructure will still frustrate users if the data that it needs to operate is difficult to access because of data availability or integration problems. It doesn’t matter how well designed your user interface is if the data that users want to see through the interface takes too long to load or is difficult to interpret.

  2. Data helps you understand what users want

    Assessing user expectations through anecdotal information, such as online comments, can be one way to understand user desires. But a data-driven approach is another, arguably more effective strategy. By collecting and integrating information such as how long users use a particular feature in an application, or what they do right before they stop engaging, can help you to pinpoint what users want and expect in order to give it to them.

  3. Data personalizes the user experience

    Users like feeling that you treat them as individuals, especially if they engage with you digitally and therefore do not directly interact with any humans at your organization. One way to make users feel like you recognize their individuality is to use data to personalize their experience. This is what Netflix does by recommending shows that a user might want to see based on past viewings, for example. You need well-managed data to drive this type of personalization.

  4. User perception counts as much as actual experience

    Even if the way you manage and secure data is not directly related to the user experience you deliver, users are likely to form overall impressions of your business, and their experience with it, based on how you manage data. If they sense that your business does not take data security seriously, or if efficient data management appears to be an afterthought, users are likely to form negative impressions of your organization, no matter what their actual experience with it is.

  5. Users need data integration, too

    When we talk about data integration, the conversation tends to focus on how data integration can help your business to make sense of all of its data by analyzing it through a single pane of glass. But data integration matters for users, too. For example, if you are an online retailer, you don’t want to present your users with a bunch of confusing data sets about different elements of their shopping history. Instead, you want to aggregate data into a single place and provide visualizations that help them to interpret it. Maybe you use graphs to show how their purchases compare across different categories, for example. That’s a lot better than only allowing users to view each past sales record individually.

Make sure to download our eBook, “The New Rules for Your Data Landscape“, and take a look at the rules that are transforming the relationship between business and IT.

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Syncsort Blog

Dynamics 365 Spring 2018 Update: What’s New for the Finance End User?

Spring Updates 04 300x225 Dynamics 365 Spring 2018 Update: What’s New for the Finance End User?

Microsoft’s spring release for Dynamics 365 for Finance and Operations brings in some nice new finance features and brings back some favorites from previous versions.

One of the returning favorites is the Creating an Alert function. In previous versions of Finance and Operations, you had the ability to set alerts for a variety of functions. Some examples are overdue deliveries, deleted orders, price changes, new customers, and many more.

051418 2039 Dynamics3651 Dynamics 365 Spring 2018 Update: What’s New for the Finance End User?

The function Right click > View details has also returned. This feature allows you to go to the originating table for information you would like view. For example, if you want to view more information on a customer, all you need to do is right click on the blue hyperlinked customer number and select View details. This will take the user to all of that customer’s information.

051418 2039 Dynamics3652 Dynamics 365 Spring 2018 Update: What’s New for the Finance End User?

A brand-new feature in this release is the Optimization Advisor. This looks at the performance of the system, performance of inventory closing, quality of data, and it can unlock a locked financial journal. To enable this function, click on the optimization opportunity, select Take action, then set the desired parameters and run the Optimization advisor. This will help keep your environment running at its best.

051418 2039 Dynamics3653 Dynamics 365 Spring 2018 Update: What’s New for the Finance End User?

051418 2039 Dynamics3654 Dynamics 365 Spring 2018 Update: What’s New for the Finance End User?

Creating a mobile project timesheet is also a new feature in the spring 2018 release. This means that mobile employees can record time to a specific project, create a timesheet from scratch, copy an existing timesheet, and delegate timesheet creation to another user. This can all be done on any mobile device via a mobile web browser.

051418 2039 Dynamics3655 Dynamics 365 Spring 2018 Update: What’s New for the Finance End User?

Microsoft has expanded a few other project accounting related functions in this release. First, they have allowed a resource manager to overwrite default project allocation hours. This means that when a resource is assigned to a project, the system automatically assigns them based on the number of hours the task is booked for. Sometimes, this is not the case and the hours will need to be adjusted due to extenuating circumstances such as: resource availability on other projects, tasks needing more time, etc.

051418 2039 Dynamics3656 Dynamics 365 Spring 2018 Update: What’s New for the Finance End User?

You can now also reserve a resource past the end of a task. This is helpful for a couple of reasons. If a resource is not available when a task is supposed to begin, another resource will have to be scheduled for longer to compensate for the new resource’s lack of availability. This gives the manager some flexibility when scheduling resources. The resource will be notified of the extension and so will the project manager and they can then request a new resource if needed.

This information is specific to Microsoft Dynamics 365 for Finance and Operations and only includes new information as it relates to the spring 2018 release.

Want to learn more about this subject and more? The Spring 2018 Update Webinar Series is an excellent resource for staying up to date on the latest CRM and ERP changes for Dynamics 365. Plus, it’s all FREE! Register for one or more sessions now.

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PowerObjects- Bringing Focus to Dynamics CRM

E-Commerce Alert: How Non-Functional Requirements Impact User Experience

For nerds, the weeks right before finals are a Cinderella moment. Suddenly they’re stars. Pocket protectors are fashionable; people find their jokes a whole lot funnier; Dungeons & Dragons sounds cool.

Many CIOs are enjoying this kind of moment now, as companies everywhere face the business equivalent of a final exam for a vital class they have managed to mostly avoid so far: digital transformation.

But as always, there is a limit to nerdy magic. No matter how helpful CIOs try to be, their classmates still won’t pass if they don’t learn the material. With IT increasingly central to every business—from the customer experience to the offering to the business model itself—we all need to start thinking like CIOs.

Pass the digital transformation exam, and you probably have a bright future ahead. A recent SAP-Oxford Economics study of 3,100 organizations in a variety of industries across 17 countries found that the companies that have taken the lead in digital transformation earn higher profits and revenues and have more competitive differentiation than their peers. They also expect 23% more revenue growth from their digital initiatives over the next two years—an estimate 2.5 to 4 times larger than the average company’s.

But the market is grading on a steep curve: this same SAP-Oxford study found that only 3% have completed some degree of digital transformation across their organization. Other surveys also suggest that most companies won’t be graduating anytime soon: in one recent survey of 450 heads of digital transformation for enterprises in the United States, United Kingdom, France, and Germany by technology company Couchbase, 90% agreed that most digital projects fail to meet expectations and deliver only incremental improvements. Worse: over half (54%) believe that organizations that don’t succeed with their transformation project will fail or be absorbed by a savvier competitor within four years.

Companies that are making the grade understand that unlike earlier technical advances, digital transformation doesn’t just support the business, it’s the future of the business. That’s why 60% of digital leading companies have entrusted the leadership of their transformation to their CIO, and that’s why experts say businesspeople must do more than have a vague understanding of the technology. They must also master a way of thinking and looking at business challenges that is unfamiliar to most people outside the IT department.

In other words, if you don’t think like a CIO yet, now is a very good time to learn.

However, given that you probably don’t have a spare 15 years to learn what your CIO knows, we asked the experts what makes CIO thinking distinctive. Here are the top eight mind hacks.

1. Think in Systems

Q118 Feature3 img1 Jump E Commerce Alert: How Non Functional Requirements Impact User ExperienceA lot of businesspeople are used to seeing their organization as a series of loosely joined silos. But in the world of digital business, everything is part of a larger system.

CIOs have known for a long time that smart processes win. Whether they were installing enterprise resource planning systems or working with the business to imagine the customer’s journey, they always had to think in holistic ways that crossed traditional departmental, functional, and operational boundaries.

Unlike other business leaders, CIOs spend their careers looking across systems. Why did our supply chain go down? How can we support this new business initiative beyond a single department or function? Now supported by end-to-end process methodologies such as design thinking, good CIOs have developed a way of looking at the company that can lead to radical simplifications that can reduce cost and improve performance at the same time.

They are also used to thinking beyond temporal boundaries. “This idea that the power of technology doubles every two years means that as you’re planning ahead you can’t think in terms of a linear process, you have to think in terms of huge jumps,” says Jay Ferro, CIO of TransPerfect, a New York–based global translation firm.

No wonder the SAP-Oxford transformation study found that one of the values transformational leaders shared was a tendency to look beyond silos and view the digital transformation as a company-wide initiative.

This will come in handy because in digital transformation, not only do business processes evolve but the company’s entire value proposition changes, says Jeanne Ross, principal research scientist at the Center for Information Systems Research at the Massachusetts Institute of Technology (MIT). “It either already has or it’s going to, because digital technologies make things possible that weren’t possible before,” she explains.

2. Work in Diverse Teams

When it comes to large projects, CIOs have always needed input from a diverse collection of businesspeople to be successful. The best have developed ways to convince and cajole reluctant participants to come to the table. They seek out technology enthusiasts in the business and those who are respected by their peers to help build passion and commitment among the halfhearted.

Digital transformation amps up the urgency for building diverse teams even further. “A small, focused group simply won’t have the same breadth of perspective as a team that includes a salesperson and a service person and a development person, as well as an IT person,” says Ross.

At Lenovo, the global technology giant, many of these cross-functional teams become so used to working together that it’s hard to tell where each member originally belonged: “You can’t tell who is business or IT; you can’t tell who is product, IT, or design,” says the company’s CIO, Arthur Hu.

One interesting corollary of this trend toward broader teamwork is that talent is a priority among digital leaders: they spend more on training their employees and partners than ordinary companies, as well as on hiring the people they need, according to the SAP-Oxford Economics survey. They’re also already being rewarded for their faith in their teams: 71% of leaders say that their successful digital transformation has made it easier for them to attract and retain talent, and 64% say that their employees are now more engaged than they were before the transformation.

3. Become a Consultant

Good CIOs have long needed to be internal consultants to the business. Ever since technology moved out of the glasshouse and onto employees’ desks, CIOs have not only needed a deep understanding of the goals of a given project but also to make sure that the project didn’t stray from those goals, even after the businesspeople who had ordered the project went back to their day jobs. “Businesspeople didn’t really need to get into the details of what IT was really doing,” recalls Ferro. “They just had a set of demands and said, ‘Hey, IT, go do that.’”

But that was then. Now software has become so integral to the business that nobody can afford to walk away. Businesspeople must join the ranks of the IT consultants. “If you’re building a house, you don’t just disappear for six months and come back and go, ‘Oh, it looks pretty good,’” says Ferro. “You’re on that work site constantly and all of a sudden you’re looking at something, going, ‘Well, that looked really good on the blueprint, not sure it makes sense in reality. Let’s move that over six feet.’ Or, ‘I don’t know if I like that anymore.’ It’s really not much different in application development or for IT or technical projects, where on paper it looked really good and three weeks in, in that second sprint, you’re going, ‘Oh, now that I look at it, that’s really stupid.’”

4. Learn Horizontal Leadership

CIOs have always needed the ability to educate and influence other leaders that they don’t directly control. For major IT projects to be successful, they need other leaders to contribute budget, time, and resources from multiple areas of the business.

It’s a kind of horizontal leadership that will become critical for businesspeople to acquire in digital transformation. “The leadership role becomes one much more of coaching others across the organization—encouraging people to be creative, making sure everybody knows how to use data well,” Ross says.

In this team-based environment, having all the answers becomes less important. “It used to be that the best business executives and leaders had the best answers. Today that is no longer the case,” observes Gary Cokins, a technology consultant who focuses on analytics-based performance management. “Increasingly, it’s the executives and leaders who ask the best questions. There is too much volatility and uncertainty for them to rely on their intuition or past experiences.”

Many experts expect this trend to continue as the confluence of automation and data keeps chipping away at the organizational pyramid. “Hierarchical, command-and-control leadership will become obsolete,” says Edward Hess, professor of business administration and Batten executive-in-residence at the Darden School of Business at the University of Virginia. “Flatter, distributive leadership via teams will become the dominant structure.”

Q118 Feature3 img3 rock E Commerce Alert: How Non Functional Requirements Impact User Experience5. Understand Process Design

When business processes were simpler, IT could analyze the process and improve it without input from the business. But today many processes are triggered on the fly by the customer, making a seamless customer experience more difficult to build without the benefit of a larger, multifunctional team. In a highly digitalized organization like Amazon, which releases thousands of new software programs each year, IT can no longer do it all.

While businesspeople aren’t expected to start coding, their involvement in process design is crucial. One of the techniques that many organizations have adopted to help IT and businesspeople visualize business processes together is design thinking (for more on design thinking techniques, see “A Cult of Creation“).

Customers aren’t the only ones who benefit from better processes. Among the 100 companies the SAP-Oxford Economics researchers have identified as digital leaders, two-thirds say that they are making their employees’ lives easier by eliminating process roadblocks that interfere with their ability to do their jobs. Ninety percent of leaders surveyed expect to see value from these projects in the next two years alone.

6. Learn to Keep Learning

The ability to learn and keep learning has been a part of IT from the start. Since the first mainframes in the 1950s, technologists have understood that they need to keep reinventing themselves and their skills to adapt to the changes around them.

Now that’s starting to become part of other job descriptions too. Many companies are investing in teaching their employees new digital skills. One South American auto products company, for example, has created a custom-education institute that trained 20,000 employees and partner-employees in 2016. In addition to training current staff, many leading digital companies are also hiring new employees and creating new roles, such as a chief robotics officer, to support their digital transformation efforts.

Nicolas van Zeebroeck, professor of information systems and digital business innovation at the Solvay Brussels School of Economics and Management at the Free University of Brussels, says that he expects the ability to learn quickly will remain crucial. “If I had to think of one critical skill,” he explains, “I would have to say it’s the ability to learn and keep learning—the ability to challenge the status quo and question what you take for granted.”

7. Fail Smarter

Traditionally, CIOs tended to be good at thinking through tests that would allow the company to experiment with new technology without risking the entire network.

This is another unfamiliar skill that smart managers are trying to pick up. “There’s a lot of trial and error in the best companies right now,” notes MIT’s Ross. But there’s a catch, she adds. “Most companies aren’t designed for trial and error—they’re trying to avoid an error,” she says.

Q118 Feature3 img4 fail E Commerce Alert: How Non Functional Requirements Impact User ExperienceTo learn how to do it better, take your lead from IT, where many people have already learned to work in small, innovative teams that use agile development principles, advises Ross.

For example, business managers must learn how to think in terms of a minimum viable product: build a simple version of what you have in mind, test it, and if it works start building. You don’t build the whole thing at once anymore.… It’s really important to build things incrementally,” Ross says.

Flexibility and the ability to capitalize on accidental discoveries during experimentation are more important than having a concrete project plan, says Ross. At Spotify, the music service, and CarMax, the used-car retailer, change is driven not from the center but from small teams that have developed something new. “The thing you have to get comfortable with is not having the formalized plan that we would have traditionally relied on, because as soon as you insist on that, you limit your ability to keep learning,” Ross warns.

8. Understand the True Cost—and Speed—of Data

Gut instincts have never had much to do with being a CIO; now they should have less to do with being an ordinary manager as well, as data becomes more important.

As part of that calculation, businesspeople must have the ability to analyze the value of the data that they seek. “You’ll need to apply a pinch of knowledge salt to your data,” advises Solvay’s van Zeebroeck. “What really matters is the ability not just to tap into data but to see what is behind the data. Is it a fair representation? Is it impartial?”

Increasingly, businesspeople will need to do their analysis in real time, just as CIOs have always had to manage live systems and processes. Moving toward real-time reports and away from paper-based decisions increases accuracy and effectiveness—and leaves less time for long meetings and PowerPoint presentations (let us all rejoice).

Not Every CIO Is Ready

Of course, not all CIOs are ready for these changes. Just as high school has a lot of false positives—genius nerds who turn out to be merely nearsighted—so there are many CIOs who aren’t good role models for transformation.

Success as a CIO these days requires more than delivering near-perfect uptime, says Lenovo’s Hu. You need to be able to understand the business as well. Some CIOs simply don’t have all the business skills that are needed to succeed in the transformation. Others lack the internal clout: a 2016 KPMG study found that only 34% of CIOs report directly to the CEO.

This lack of a strategic perspective is holding back digital transformation at many organizations. They approach digital transformation as a cool, one-off project: we’re going to put this new mobile app in place and we’re done. But that’s not a systematic approach; it’s an island of innovation that doesn’t join up with the other islands of innovation. In the longer term, this kind of development creates more problems than it fixes.

Such organizations are not building in the capacity for change; they’re trying to get away with just doing it once rather than thinking about how they’re going to use digitalization as a means to constantly experiment and become a better company over the long term.

Q118 Feature3 img6 CIOready E Commerce Alert: How Non Functional Requirements Impact User ExperienceAs a result, in some companies, the most interesting tech developments are happening despite IT, not because of it. “There’s an alarming digital divide within many companies. Marketers are developing nimble software to give customers an engaging, personalized experience, while IT departments remain focused on the legacy infrastructure. The front and back ends aren’t working together, resulting in appealing web sites and apps that don’t quite deliver,” writes George Colony, founder, chairman, and CEO of Forrester Research, in the MIT Sloan Management Review.

Thanks to cloud computing and easier development tools, many departments are developing on their own, without IT’s support. These days, anybody with a credit card can do it.

Traditionally, IT departments looked askance at these kinds of do-it-yourself shadow IT programs, but that’s changing. Ferro, for one, says that it’s better to look at those teams not as rogue groups but as people who are trying to help. “It’s less about ‘Hey, something’s escaped,’ and more about ‘No, we just actually grew our capacity and grew our ability to innovate,’” he explains.

“I don’t like the term ‘shadow IT,’” agrees Lenovo’s Hu. “I think it’s an artifact of a very traditional CIO team. If you think of it as shadow IT, you’re out of step with reality,” he says.

The reality today is that a company needs both a strong IT department and strong digital capacities outside its IT department. If the relationship is good, the CIO and IT become valuable allies in helping businesspeople add digital capabilities without disrupting or duplicating existing IT infrastructure.

If a company already has strong digital capacities, it should be able to move forward quickly, according to Ross. But many companies are still playing catch-up and aren’t even ready to begin transforming, as the SAP-Oxford Economics survey shows.

For enterprises where business and IT are unable to get their collective act together, Ross predicts that the next few years will be rough. “I think these companies ought to panic,” she says. D!

About the Authors

Thomas Saueressig is Chief Information Officer at SAP.

Timo Elliott is an Innovation Evangelist at SAP.

Sam Yen is Chief Design Officer at SAP and Managing Director of SAP Labs.

Bennett Voyles is a Berlin-based business writer.

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Digitalist Magazine

User Task evaluated after SMTAnalysis[]

 User Task evaluated after SMTAnalysis[]

I wonder wether theres any way to evaluate a task right after the SMTAnalysis[] command.
The purpose is to initialise some values corresponding a whole mesh like e.g. the area covered by a domain.
The corresponding code would be like:

SMSExport[w detJ , ed$  $  ["Data", 2], "AddIn" -> True];

So I need to have the AceFEM data fields available in such a subroutine.

Thanks for your replies. in advance icon smile User Task evaluated after SMTAnalysis[]

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Recent Questions – Mathematica Stack Exchange

D365 In Focus: Maximize Your D365 Investment with a User Readiness Strategy [VIDEO]

D365 In Focus Change Mgmt Deb 800x600 300x225 D365 In Focus: Maximize Your D365 Investment with a User Readiness Strategy [VIDEO]

One of the common “lessons learned” we hear when talking with prospects regarding previous implementations, is that they focused on the system instead of getting users ready for the implementation. In this D365 In Focus video, our Change Management & Education Capability Director, Deb, explains how it’s critical to have a user readiness strategy in order to fully maximize your Dynamics 365 investment. Check it out!

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PowerObjects- Bringing Focus to Dynamics CRM

5 Tips to Ensure a High User Adoption Rate when implementing your New Microsoft Dynamics 365 Solution – After Go-Live

CRM Blog 5 Tips to Ensure a High User Adoption Rate when implementing your New Microsoft Dynamics 365 Solution – After Go Live

The implementation process of a new CRM solution such as Microsoft Dynamics 365 does not end on the go-live date: afterwards, a continuous effort is required to ensure that your users make full use of the system and its functionalities. After all, an implementation project is only truly successful if it helps your organization achieve its business objectives, simplify its processes and increase its resource productivity.

But how do you ensure that users actually use your solution once it has been implemented? Here are 5 tips to drive user adoption in your organization and ensure that the solution keeps evolving with the needs of your users.

  1. Schedule follow-up training and review sessions. It’s important to schedule time for users to bring up any concerns, questions or issues they may have. You can also use the insights obtained during these sessions or in your user surveys to organize additional training sessions to address specific issues that have been brought up.
  1. Consolidate user feedback and data to assess your level of success. Compare the benchmarks and KPIs identified at the start of the process to your current numbers and see what areas need to be improved. Review surveys and listen to user feedback to assess their knowledge of the solution, then work with them on finding solutions.
  1. Encourage your end-users to get involved. Have them share tips and ideas as to how the solution can be used to improve their daily tasks and processes. Promote teamwork so that they can learn by helping each other. Hold departmental meetings where team members can brainstorm ideas to improve business practices.
  1. Have super-users available to answer day-to-day questions to avoid people reverting back to their old ways. Old habits die hard: users might find themselves finding workarounds or going back to their previous methods when they’re stuck. Having super-users readily available will help nip these tendencies in the bud.
  1. Show the positive changes to both end-users and management. Identify success stories and share them with the rest of the team. This will encourage continued adoption from the part of the users while also satisfying management by showcasing the return on your investment and improved KPIs.

With these tips, you will be well-equipped to ensure that your new CRM solution helps your organization achieve its objectives and maximize your return on your investment. For more information, Microsoft offers documentation to help your organization measure the success of its implementation as well as sample user surveys.

By JOVACO Solutions, Microsoft Dynamics 365 specialist in Quebec

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CRM Software Blog | Dynamics 365

Dynamics 365 User Adoption: Who Wants to Be a Super User?

CRM Blog Dynamics 365 User Adoption: Who Wants to Be a Super User?

Who wants to be a Super User in CRM? One surefire way to increase user adoption in your Dynamics 365 system is to build a team of CRM super users. Play with the terminology here to find what works in your organization. These can be super CRMers, Super Users, Early Adopters, CRM Advocates or any clever term you can think of.

The ultimate goal of this group is to learn CRM well and get extra exposure to the CRM process (especially during big system changes like upgrades or enhancements), eventually leading to development of CRM Advocates.

Where do you get started? First, identify and empower your CRM Super User group. Your Super User group should include a variety of skill levels:

  • Tech savvy users who are using CRM well
  • Users who are not using CRM often
  • Middle-of-the-road users

By varying skill level, you will get a better view into why people are / are not using the system, what could encourage use and a more robust understanding of current pain points. In addition, make sure to include users from different areas of the business, not all in one specific territory.

Involve this group right from the beginning – get them involved right at the requirements gathering stage. Continue to include them in feedback and review sessions and throughout the User Acceptance Testing stage.

If your organization and culture is driven by acknowledgement, consider providing “CRM Champion Certificates” and recognize this group throughout the company.

Need help figuring out how to user your CRM Super Users? We are User Adoption experts at Beringer Technology Group. Let us help you make sure you don’t miss the mark when it comes to User Adoption.

This blog is part of a series that will focus on a deep dive in User Adoption. User Adoption is so very important in a CRM implementation and is often overlooked. So, what can you do to help encourage adoption for a system? Over the next several months, we will look at ten ways to help with User Adoption at your organization.

If you have questions please do not hesitate to contact us at 800.796.4854. We can help you with all of your Dynamics 365 needs. Beringer Technology Group is a Microsoft Gold Certified Partner and has proven excellence in Managed IT Services.

Beringer Technology Group, a leading Microsoft Gold Certified Partner specializing in Microsoft Dynamics 365 and CRM for Distribution. We also provide expert Managed IT ServicesBackup and Disaster RecoveryCloud Based Computing and Unified Communication Systems.

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CRM Software Blog | Dynamics 365

Dynamics 365 User Adoption and the K.I.S.S. Principle

CRM Blog Dynamics 365 User Adoption and the K.I.S.S. Principle

I will wager that you are familiar with the Keep It Simple (K.I.S.S.) Principle, which encourages simplification over complexities. It’s no surprise then that the K.I.S.S. Principle goes hand in hand with User Adoption. So how can we incorporate K.I.S.S. into planning our CRM projects?

Streamline Business Processes

Dynamics 365 and previous versions of Microsoft CRM incorporate Business Process Flows on Cases, Leads, Opportunities and other areas. There’s no easier way to streamline your business process than by implementing Business Process Flows!

Often times, we are brought into organizations without a streamlined business process. How do you go on if you work for a company who doesn’t have a sales process? Work with management and end users to define your business process. Streamline it! Simplify everything! Find the commonalities that exist across your organization and incorporate it in your business process. Here’s a great article that can help you with this: End Users are the Most Important! (But Management is Important, too), the first blog in this series of a deep dive in User Adoption.

Once you have identified your streamlined sales and service business processes, put them into Business Process Flows. Build stages and steps beneath each stage to help your end users go through the process. And remember to use your CRM Ambassadors / test group / Super CRMers to test and verify the process before you go live.

Minimize the Number of Required Fields

Don’t throw every field from a report onto your forms as a required field. I hope you chuckled as you read that, but it has happened. Too many required fields decreases user adoption. It creates a huge barrier to successful user adoption. Use required fields sparingly in your CRM system and you will be rewarded with end users who enter their data and information in the system.

Select Appropriate Field Types

When you are building new fields in CRM, select the most appropriate type. Use Option Sets or MultiSelect Option Sets versus free text. Use Two Options and view as a checkbox to make some fields very intuitive. Leverage the Calculated Field and Rollup Field types to let the technology behind Dynamics 365 do some heavy lifting for your end users.

Keep Forms Clean

Nobody likes a cluttered form. Keep it clean. Keep it simple, silly! Utilize out of the box permission levels and security roles to show only the necessary fields, forms and sections to the group of users who need it. Dynamics 365 is full of fantastic features like this that make your system more user friendly and can help increase user adoption at your organization.

Need help figuring out how to keep it simple in your system? We are User Adoption experts at Beringer Technology Group.  Let us help you make sure you don’t miss the mark when it comes to User Adoption.

This blog is part of a series that will focus on a deep dive in User Adoption. User Adoption is so very important in a CRM implementation and is often overlooked. So, what can you do to help encourage adoption for a system? Over the next several months, we will look at ten ways to help with User Adoption at your organization.

Beringer Technology Group, a leading Microsoft Gold Certified Partner specializing in Microsoft Dynamics 365 and CRM for Distribution. We also provide expert Managed IT ServicesBackup and Disaster RecoveryCloud Based Computing and Unified Communication Systems.

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CRM Software Blog | Dynamics 365

Dynamics 365 User Adoption: End Users are the Most Important! (But Management is Important, too)

CRM Blog Dynamics 365 User Adoption: End Users are the Most Important! (But Management is Important, too)

End users of your CRM system (or any other system!) are the most important building blocks to a successful implementation. Why then are they so often overlooked? Why does management so often dictate requirements without a single consideration of how the end user will react?

“They need to learn how to use this to do their job; they will figure it out.” – Management

Picture this: An organization gathers all major decision makers and managers into a room for a requirements gathering session. The Project Manager says, “what metrics do you want to report on?” The Sales Manager wants 15 fields. The Customer Service Manager needs another 24 fields. The Operations Manager needs 12 different fields. The CEO is looking for roll-up metrics that require another 10 fields. All of a sudden, the Project Manager leaves requirements gathering meeting #1 with 61 new required fields to add to the solution.

I’m willing to bet that many readers have experienced a version of this picture I have painted for you.

How will adding 61 required fields to forms in CRM effect your salesperson? Your Customer Service reps? Do these configuration changes add value to the business goals? How much time does a salesperson lose selling by entering 61 required fields in CRM when they may only need 3?

Now, picture this second scenario: An organization gathers a sampling of end users into a room for a requirements gathering session. There are tenured sales reps, inside sales reps, customer service reps, marketing associates and others from across all areas of the organization. The Project Manager says, “how can this system help you to do your job more efficiently?” The sales reps talk about manual reporting they do weekly for the Sales Managers. Customer Service reps discuss how many screen pops, tabs and programs they go back and forth between on any given call. The Project Manager leaves the requirements gathering meeting #1 with a different to-do list. His/her challenge is now to leverage technology to alleviate pain points for these end users and optimize business processes.

Now, that’s not to say that management shouldn’t be involved! I would recommend having Business Requirements Meeting #1 play out as mentioned above, with the end users. THEN, the management meeting should occur.

Simply put, end users should be involved starting at the requirements gathering stage. Walk the fine line of customizing for your end users while meeting business requirements from management. Apart from involving them in requirements meetings, you can also do ride alongs, job shadowing – anything to better understand what they are doing and where technology can help improve the process.

Need help walking that fine line? We are User Adoption experts at Beringer Technology Group.  Let us help you make sure you don’t miss the mark when it comes to User Adoption.

This blog is the first in a series that will focus on a deep dive in User Adoption. User Adoption is so very important in a CRM implementation and often overlooked. So, what can you do to help encourage adoption for a system? Over the next several months, we will look at ten ways to help with User Adoption at your organization.

Beringer Technology Group, a leading Microsoft Gold Certified Partner specializing in Microsoft Dynamics 365 and CRM for Distribution. We also provide expert Managed IT ServicesBackup and Disaster RecoveryCloud Based Computing and Unified Communication Systems.

Let’s block ads! (Why?)

CRM Software Blog | Dynamics 365