Transformation Readiness Assessment Microsoft Dynamics 365

Select the statement that best reflects your organisation's current position for each area. Choose one response per question.

1. Can every member of the executive team articulate, in consistent terms, why this transformation is happening and what business problem it solves?

A. Leadership generally agrees on the strategic intent and the main business outcomes.B. The strategic case is consistently understood, quantified and used to guide transformation decisions.C. There is a documented business case, although some assumptions and expected outcomes are still being debated.D. The case is broadly understood, but different executives emphasise different outcomes.

2. Is there a documented definition of transformation success, expressed in measurable business outcomes rather than project milestones?

A. Outcomes are quantified, owned by business leaders and directly linked to investment and programme decisions.B. Some business outcomes have been identified, but they are not consistently measurable.C. Success is still largely described in terms of implementing the technology and completing milestones.D. Key business outcomes and KPIs have been defined for the major transformation areas.

3. Are the trade-offs between business units explicitly acknowledged and resolved at the executive level?

A. Executives intervene when significant business trade-offs arise.B. Trade-offs are anticipated, governed through agreed decision rights and resolved at the appropriate level.C. Decisions are usually deferred until the conflict becomes unavoidable.D. The programme team tries to resolve the conflict, escalating only when necessary.

4. Do all executive sponsors share a common understanding of the programme's scope, including what is explicitly out of scope?

A. Sponsors regularly participate and intervene when important decisions require executive authority.B. Strong visibility at launch, but involvement varies significantly during delivery.C. Sponsors have explicit decision authority, clear accountability and sustained involvement throughout the transformation.D. Sponsors remain engaged, although operational priorities sometimes take precedence.

5. Is there a shared understanding of what the organisation will need to stop doing, change, or accept as a consequence of this transformation?

A. Alignment is actively tested and refreshed as circumstances, priorities and programme realities change.B. There is visible support, but different leaders have different priorities.C. Leaders broadly agree, although important assumptions remain unresolved.D. The leadership team has a common view of the major outcomes and priorities.

6. Has the executive team formally agreed on the priority order when business objectives conflict during delivery?

A. Differences are discussed, but resolution depends heavily on individual relationships.B. There is a structured mechanism for resolving differences based on business outcomes, strategic intent and agreed decision rights.C. Technology decisions often progress before business disagreement is fully resolved.D. Business and technology leaders jointly resolve significant differences.

7. Is there a named executive sponsor with a documented governance mandate, including defined decision authority and time commitments?

A. Major decisions generally have defined owners and escalation paths.B. It depends largely on who is available or has the strongest influence.C. Decision rights are explicitly documented, understood and applied consistently.D. Most decisions have an understood owner, but some regularly move between stakeholders.

8. Are decision rights documented for all major programme decision categories, including who decides, who escalates, and at what threshold?

A. There is an established escalation process for significant issues.B. Escalation authority, thresholds and expected decision timelines are clearly defined and actively used.C. Issues can remain open while teams wait for the right executive attention.D. Escalation happens, but the route and response time vary by situation.

9. Does a functioning steering committee exist with the authority, attendance, and cadence required to govern the programme effectively?

A. Business owners are explicitly accountable for outcomes, adoption and sustained business performance, not simply participation.B. Business leaders participate, but accountability varies by function.C. IT or the transformation team carries much of the accountability.D. Major business domains have identifiable owners involved in transformation decisions.

10. Has each business domain involved in the programme named an executive owner who is accountable for outcomes, not just delivery participation?

A. Major process changes and their business implications are understood.B. The organisation is still primarily focused on reproducing existing processes in the new system.C. Process, operating-model and behavioural impacts have been actively tested with the affected business areas.D. Some process changes have been identified, but their organisational impact is still emerging.

11. Has the organisation assessed its change readiness, including the capacity of business teams to absorb the operational changes the programme will require?

A. Critical business resources and responsibilities have been planned around the transformation.B. Organisational capacity is actively monitored and adjusted as transformation demands change.C. Business teams are already stretched and transformation activity competes with day-to-day priorities.D. Key teams can support the programme, but capacity is a recurring concern.

12. Is the organisation's data governance mature enough to support the data requirements of the Dynamics 365 programme, including migration, quality, and ongoing management?

A. Readiness is continuously measured, with feedback influencing programme and adoption decisions.B. Awareness is relatively limited outside the core programme team.C. Most affected groups understand the major changes and their implications.D. People understand that change is coming, but its practical impact is not yet clear to many teams.

13. Are the business benefits expected from this transformation documented, quantified, and owned by a named executive?

A. Benefits have been identified, but ownership is not consistently clear.B. Named business owners are accountable for benefits beyond go-live and report progress through executive governance.C. Benefits are primarily associated with the programme or project team.D. Business leaders have been assigned responsibility for major benefits.

14. Is there a post-go-live value realisation plan that extends executive governance beyond the programme's technical completion?

A. Business KPIs are linked to major transformation outcomes.B. Primarily through delivery measures such as scope, milestones, budget and go-live.C. Value measures are established before execution and continue through implementation, adoption and post-go-live optimisation.D. Some operational and financial measures exist, but they are not consistently connected to programme decisions.

15. Does the executive team have a shared understanding of what the organisation will look like operationally 12 months after go-live, and is that future state documented?

A. The organisation has established the governance, ownership, readiness and value mechanisms needed to challenge and adapt the transformation throughout its lifecycle.B. We are moving forward, but several organisational issues will probably need to be resolved during implementation.C. The organisation is reasonably prepared, with clear leadership involvement, governance and business ownership, but some areas need strengthening.D. We have many of the foundations in place, although alignment, ownership or readiness still varies across the organisation.

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