Working Outside the Microsoft Stack

This week, Andy, Tom, and Shailan, discuss the challenges and considerations of working with technologies outside the Microsoft stack from a consulting perspective.

Key Points:

Encountering Non-Microsoft Technologies:

·      Clients often use various non-Microsoft technologies like Google Analytics, Salesforce, Oracle, etc.

·      Consultants must be prepared to handle data sources and systems outside the Microsoft ecosystem.

Balancing Expertise and External Help:

·      Evaluate whether to learn new technologies internally or bring in external experts.

·      Consider the long-term strategic value of learning a new technology versus the immediate need for expertise.

Cost and Time Considerations: 

·      Training and rework can be costly and time-consuming when working with technologies outside your skill-set.

·      It's often more efficient to hire experienced consultants for niche technologies to avoid mistakes and reduce implementation time.

Deciding When to Say No:

·      Assess if a project aligns with your core expertise and strategic goals.

·      Avoid taking on projects that significantly deviate from your primary skill set to maintain focus and reputation.

Strategic Partnerships:

·      Partnering with vendors can provide necessary training and support.

·      Ensure the vendor has good implementation skills, not just product knowledge.

Pricing and Client Communication:

·      Factor in the cost of external resources when pricing for clients.

·      Have honest conversations with clients about the costs and impacts of using niche technologies.

Opportunity Costs:

·      Taking on projects outside your expertise can lead to missed opportunities in your core area.

·      Focus on projects that align with your business direction and offer better margins.

Project Selection:

·      Deliberately choose projects that help expand your expertise in desired areas, like broader Power Platform work.

·      Avoid projects that don't align with your strategic aims, even if they seem lucrative.

Conclusion:

Navigating non-Microsoft technologies requires a balance between internal learning and external expertise, clear communication with clients, and strategic project selection to maintain focus and deliver quality results.

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Transcript

Andy: Today we're going to talk about the unthinkable.

Tom: Yeah.

Andy: And the unthinkable is deviating away or working outside the Microsoft stack. Who would have ever thought it? Who can imagine a world out there exists, but apparently it does, and we've taken it upon ourselves to talk about it. We're going to discuss it from the consultant's point of view. What it means for your skills if you're involved in a project with a client using non-Microsoft technologies within your project remit. How do you deal with it? Tom, this subject was your idea. Do you want to kick off by explaining why you think this is important?

Tom: At some point, you are going to collide with some technology that is not Microsoft. Any client doing anything significant will have data sources from non-Microsoft platforms. The most obvious example is Google Analytics. It's everywhere because the moment you want to know how your website is performing, that's your go-to data source. But then you may take data from other API sources to provide additional contextual data. Popular CRM systems like Salesforce and non-Dynamics ERP platforms might also come into play. There might be legacy database systems on Oracle or DB2. There's a huge variety of different technologies in any organization. While the data warehousing solution you work on might be entirely Microsoft-based, you may need to communicate with other systems outside of that. The chosen tool for data visualization might be different too. A company may stick with Tableau, for example, if that's what they've had for a long time.

So, you will collide with these technologies and have to figure out how to deal with working with data sources and technologies not set on the Microsoft platform or Azure.

Andy: So, Shailan, I guess the main consideration is what you’re going to pick up and learn yourself versus pushing back to the client and saying these skills are outside my remit, and we need to bring in some expertise. The temptation is to think, "It can't be that difficult. We'll pick it up." How do you deal with it?

Shailan: Good question. From a consulting perspective, if the client decides to use other technologies, we consider if it will be a long-term strategic piece or a one-off. We weigh and balance it out. For example, we used to offer Tableau and have many years of experience delivering Tableau solutions, even though we now focus on Microsoft components. We can still implement Tableau. If it's another visualization tool that addresses a gap in the Microsoft offering and helps with other implementations, we may consider it. However, if it's a one-off, we need to consider training costs, effort to get up to speed, and potential rework.

Andy: The rework aspect is significant. Doing something for the first time means you'll make a few mistakes, which is normal. But you have to swallow some costs. Sometimes, it's better to get someone experienced to handle it.

Tom: Another consideration is the size of the implementation within your main expertise. If it's a large piece outside what you normally do, that's a definite no. For example, using JD Edwards as a data source is one thing, but implementing JD Edwards as an ERP system is another. You need to know when to say no to avoid diluting your expertise.

Andy: For sure. You need to know your limits and when to bring in external expertise. It's about maintaining your focus as data specialists, not trying to do everything.

Tom: Exactly. Even within Microsoft products, we won't tackle a full Dynamics 365 Finance and Operations implementation because it requires specialized skills that we don't have.

Andy: When considering new technologies, how do you go about de-risking it for yourself?

Shailan: If it's a new area, there's a learning curve. You can allocate time for individuals to learn, but sometimes you need external resources. It's crucial to have someone who has done it before to help with architecture and governance. Sometimes, partnering with the vendor can provide the necessary training and support.

Andy: Not all vendors have good implementation skills, though. It's crucial to assess their capabilities before relying on them.

Tom: When bringing in external resources, factor that into the pricing with the customer. If they insist on a niche tool, they need to understand the additional costs, not just for the product but for the specialized skills needed.

Andy: Timeframes are also essential. Getting the right people when you need them can be challenging. Trying to do it yourself might take longer, so honest conversations with the client are crucial.

Tom: It's one thing to integrate a new tool into your offering. Still, if it's something niche, you need to inform the customer about the costs and impacts. If it's a unique tool used by only a few companies, the skills will be expensive.

Andy: Discussing mainstream alternatives with the client is essential. Even if a niche product seems best, the long-term cost of ownership might be higher.

Shailan: We had a case with a customer using a bespoke product. We didn't have the skills but worked with the customer to hire external resources and provided a roadmap using Microsoft solutions.

Tom: If a project is almost entirely non-Microsoft but includes a few Microsoft elements, it's essential to assess if it aligns with your expertise. Avoid projects that are 90% outside your expertise, as they can harm your margins and reputation.

Andy: Selecting the right projects is crucial. It should align with where you want your business to go. If a project doesn't fit your expertise or strategic aims, it's okay to decline it.

Shailan: Avoid fixed-price contracts for unfamiliar products. Clients might push for a lower price because they know the vendor's cost would be much higher.

Andy: Great advice. It's crucial to have clear considerations for when to take on new technologies and when to say no. We've all learned from past mistakes, and it helps make wiser decisions in the future.