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The five models at a glance
Scoped project
We deliver an agreed outcome, such as a Business Central go-live, against a written scope signed before work starts.
- ✓Clear deliverables and sign-offs
- ✓Partner carries delivery responsibility
- ✓Changes go through written change control
Phased rollout
The project is split into waves, for example finance first, then inventory and warehouse, then a second company.
- ✓Each wave is scoped on its own
- ✓Lessons from wave one shape wave two
- ✓Users absorb change in smaller pieces
Advisory and second opinion
A senior consultant examines a plan, a partner's proposal, a stalled project or a design decision, and gives a written view.
- ✓Independent of who delivers
- ✓Useful before signing a large contract
- ✓No configuration work included
Staff augmentation
Our consultants work alongside your internal team under your project management, filling specific skill gaps.
- ✓You keep control of priorities
- ✓Knowledge stays in your team
- ✓Delivery risk stays with you
Ongoing support
A standing arrangement for user questions, fixes, Microsoft update checks and small enhancements.
- ✓Someone who already knows your setup
- ✓Planned help around release waves
- ✓Separate from any project agreement
Strengths and weak spots of each model
Combining models over the life of a system
Few clients stay in one model forever. A common pattern is an advisory engagement to test a plan, a scoped project or phased rollout to deliver it, and then ongoing support once the system settles. Later, a new acquisition or a warehouse expansion may call for another scoped piece of work.
Staff augmentation fits a different kind of company: one with its own Dynamics administrator or developer who needs a second pair of experienced hands for a heavy period, such as a migration or a major integration. In that model we follow your standards and your backlog, and we write things down so your team can carry on without us.
Whichever model you pick, the terms are written before work begins. Commercial details are settled in the scoping conversation, since they depend on the work, not on the label attached to it.
What stays constant in every model
Senior people
The consultant you speak to is the one doing the work, whether that is a full project or a single advisory session.
Written terms
Scope, responsibilities and how changes are handled are agreed on paper first.
Documentation
Configuration and design decisions are recorded so your system never depends on one person's memory.
Your data, your system
You own the tenant, the data and the extension code we write for you under the agreement.
Choosing an engagement model
Which model do most first-time ERP buyers choose?
Usually a scoped project, sometimes phased. First-time buyers rarely have an internal ERP lead, so handing delivery responsibility to a partner against a written scope makes sense. A phased approach is worth considering if several departments or companies are involved and the business needs breathing room between changes.
Is staff augmentation cheaper than a scoped project?
Not necessarily, and cost should not be the main reason to choose it. With augmentation, you direct the work and carry the delivery risk, which only pays off if you have someone experienced to lead. Without that lead, a scoped project usually gets to a working system with less rework.
Can we start with advisory and then hire you to deliver?
Yes, although you are under no obligation to. Some clients use our written view to brief a different partner or to push back on an existing proposal. If you do ask us to deliver afterwards, the advisory work feeds straight into discovery.
Do we need an ongoing support agreement after go-live?
No, it is optional. Many companies find it useful because Business Central changes twice a year and staff turnover means new users need help. Others have a capable internal administrator and only call for occasional project work.
Can we switch models partway through?
Yes, with a written change to the agreement. For example, a client might move from augmentation to a scoped project if their internal lead leaves, or split a large project into phases once the first wave shows how much change the business can absorb. We talk through the effect on responsibilities before switching.
Talk to us about your project.
Tell us what you run today and what has to change. A senior consultant replies with a written next step.