✏️James S Hodges - Collected Quotes

"A bad model is a combination of assertions, some factual, others conjectural, and others plainly false but convenient. [..]  By definition, a bad model does not give power to see-accurately, deeply, or at all-into the actual situa- tion, but only into the assertions embodied in the model. Thus, if the use of a bad model provides insight, it does so not by revealing truth about the world but by revealing its own assumptions and thereby causing its user to go learn something about the world." (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

"A management system driven by a bad model must not be tested by using the model as if it were true. By presumption, the model is a deficient picture of reality, and it presents the management system with the easiest possible test because it, unlike the cruel world, satisfies the system's assumptions. But a bad model can be used as a vehicle for a fortiori arguments in an evaluation of a system of which it is a part [...]" (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

"A scale model is a bad model in the sense used here: It is grossly discrepant with reality, if only because it is far too small for anyone to live in. Nonetheless, it can do a good job of selling the idea-the project-of which it is but an illustration, by conveying aspects of the idea concretely." (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

"Just because a model is bad, however, does not mean it is useless. [...] A bad model can be used to construct correct paths from premises to conclusions, but because its relations to reality are questionable, it can only do so in a few ways-at least, ways that permit useful conclusions with respect to reality." (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

"Often, though, a policy or systems analyst is stuck with a bad model, that is, one that appeals to the analyst as adequately realistic but which is either: 1) contradicted by some data or is grossly implausible in some aspect it purports to represent, or 2) conjectural, that is, neither supported nor contradicted by data, either because data do not exist or because they are equivocal. [...] A model may have component parts that are not bad, but if, taken as a whole, it meets one of these criteria, it is a bad model." (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

"One might hope for a standard of consistency instead of a lack of inconsistency, but, as a practical matter, no one can make every consistency check, so a stingent lack of inconsistency is the most one can ask for. Even this need not be simple." (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

"Some readers have argued that the criticism implied by the term "bad models" is undeserved because they can be used appropriately in some cases. [...] If the logic works, the use is appropriate; if it fails, the use in inappropriate: (Cost effectiveness is a separate issue.) As for the pejorative connotation of the term bad model, perhaps we should admit that many useful models would be embarrassments to scientists, from whom we got the idea of a model, but whose job is to improve the match between models and reality." (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

"Sometimes the proprietors of a bad model claim that parts of it are facts, not just beliefs. Evaluation then amounts to determining if facts support the claims, and disciplines like statistics have tools for this task. The difficulty of using statistical tools will vary depending on the problem." (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

"This stricture - that a bad model can only suggest-is stronger than it may appear. Bad models produce numbers, and thus present an unbearable temptation to use those numbers as if they do more than suggest. They cannot. If a model is bad as defined here, and the specific numbers it produces cannot be buttressed by some other arguments, then the numbers have no meaning except as illustration of the consequences that flow from the model's assumptions." (James S Hodges, "Six (or So) Things You Can Do with a Bad Model", 1991)

🏭🗒️Microsoft Fabric: Git [Notes]

Disclaimer: This is work in progress intended to consolidate information from various sources for learning purposes. For the latest information please consult the documentation (see the links below)! 

Last updated: 6-Oct-2025

[Microsoft Fabric] Git

• {def} an open source, distributed version control platform
• enables developers commit their work to a local repository and then sync their copy of the repository with the copy on the server [1]
• to be differentiated from centralized version control 
• where clients must synchronize code with a server before creating new versions of code [1
• provides tools for isolating changes and later merging them back together
• {benefit} simultaneous development
• everyone has their own local copy of code and works simultaneously on their own branches
•  Git works offline since almost every operation is local
• {benefit} faster release
• branches allow for flexible and simultaneous development
• {benefit} built-in integration
• integrates into most tools and products
•  every major IDE has built-in Git support
• this integration simplifies the day-to-day workflow
• {benefit} strong community support
• the volume of community support makes it easy to get help when needed
• {benefit} works with any team
• using Git with a source code management tool increases a team's productivity 
• by encouraging collaboration, enforcing policies, automating processes, and improving visibility and traceability of work
• the team can either
• settle on individual tools for version control, work item tracking, and continuous integration and deployment
• choose a solution that supports all of these tasks in one place
• e.g. GitHub, Azure DevOps
• {benefit} pull requests
• used to discuss code changes with the team before merging them into the main branch
• allows to ensure code quality and increase knowledge across team
• platforms like GitHub and Azure DevOps offer a rich pull request experience
• {benefit} branch policies
• protect important branches by preventing direct pushes, requiring reviewers, and ensuring clean build
•  used to ensure that pull requests meet requirements before completion
•  teams can configure their solution to enforce consistent workflows and process across the team
• {feature} continuous integration
• {feature} continuous deployment
• {feature} automated testing
• {feature} work item tracking
• {feature} metrics
• {feature} reporting 
• {operation} commit
• snapshot of all files at a point in time [1]
•  every time work is saved, Git creates a commit [1]
•  identified by a unique cryptographic hash of the committed content [1]
•  everything is hashed
•  it's impossible to make changes, lose information, or corrupt files without Git detecting it [1]
•  create links to other commits, forming a graph of the development history [2A]
• {operation} revert code to a previous commit [1]
• {operation} inspect how files changed from one commit to the next [1]
• {operation} review information e.g. where and when changes were made [1]
• {operation} branch
•  lightweight pointers to work in progress
•  each developer saves changes to their own local code repository
• there can be many different changes based on the same commit
•  branches manage this separation
• once work created in a branch is finished, it can be merged back into the team's main (or trunk) branch
• main branch
• contains stable, high-quality code from which programmers release
• feature branches 
• contain work in progress, which are merged into the main branch upon completion
•  allows to isolate development work and minimize conflicts among multiple developers [2]
•  release branch
•  by separating the release branch from development in progress, it's easier to manage stable code and ship updates more quickly
• if a file hasn't changed from one commit to the next, Git uses the previously stored file [1]
• files are in one of three states
• {state}modified
• when a file is first modified, the changes exist only in the working directory
•  they aren't yet part of a commit or the development history
•  the developer must stage the changed files to be included in the commit
•  the staging area contains all changes to include in the next commit
•  {state}committed
•  once the developer is happy with the staged files, the files are packaged as a commit with a message describing what changed
•  this commit becomes part of the development history
•  {state}staged
•  staging lets developers pick which file changes to save in a commit to break down large changes into a series of smaller commits
•   by reducing the scope of commits, it's easier to review the commit history to 
• {best practice} set up a shared Git repository and CI/CD pipelines [2]
• enables effective collaboration and deployment in PBIP [2]
• enables implementing version control in PBIP [2]
• it’s essential for managing project history and collaboration [2]
• allows to track changes throughout the model lifecycle [2]
• allows to enable effective governance and collaboratin
•  provides robust version tracking and collaboration features, ensuring traceability
• {best practice} use descriptive commit messages [2]
• allows to ensure clarity and facilitate collaboration in version control [2]
• {best practice} avoid sharing Git credentials [2]
• compromises security and accountability [2]
•  can lead to potential breaches [2]
• {best practice} define a naming conventions for files and communicated accordingly [2]
• {best practice} avoid merging changes directly into the master branch [2]
• {risk} this can lead to integration issues [2]
• {best practice} use git merge for integrating changes from one branch to another [2]
• {benefit} ensures seamless collaboration [2]
• {best practice} avoid skipping merges [2]
• failing to merge regularly can lead to complex conflicts and integration challenges [2]

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References:

[1] Microsoft Learn (2022) DeveOps: What is Git? [link]
[2] M Anand, Microsoft Fabric Analytics Engineer Associate: Implementing Analytics Solutions Using Microsoft Fabric (DP-600), 2025 

Acronyms:

PBIP - Power BI Project
CI/CD - Continuous Integration and Continuous Deployment
IDE - Integrated Development Environments

 

🤖〽️Prompt Engineering: Copilot Unabridged (Part 52: Will AI Make Project Managers Obsolete?)

Prompt Engineering Series

Prompt: "write a blogpost of 600 words on how AI may start making project managers obsolete"

Introduction

Artificial intelligence (AI) is revolutionizing industries, automating tasks, and optimizing workflows. As AI-driven tools become more sophisticated, many professionals wonder whether their roles will be replaced by automation. One such profession under scrutiny is project management - a field that relies on leadership, organization, and decision-making. Could AI eventually make project managers obsolete, or will it simply reshape their responsibilities?

The Rise of AI in Project Management

AI-powered tools are already transforming project management by automating administrative tasks, analyzing data, and predicting project outcomes. AI-driven platforms can:

• Automate Scheduling and Task Allocation: AI can optimize project timelines, assign tasks based on team members’ skills, and adjust schedules dynamically.
• Enhance Risk Management: AI can analyze historical data to predict potential risks and suggest mitigation strategies.
• Improve Communication and Collaboration: AI-powered chatbots and virtual assistants streamline communication, ensuring teams stay informed and aligned.
• Optimize Resource Allocation: AI can assess workload distribution and recommend adjustments to maximize efficiency.

These advancements suggest that AI is becoming an indispensable tool for project managers, but does that mean it will replace them entirely?

Why AI Won’t Fully Replace Project Managers

Despite AI’s capabilities, project management is more than just scheduling and data analysis. Here’s why human project managers will remain essential:

• Leadership and Emotional Intelligence: AI lacks the ability to motivate teams, resolve conflicts, and inspire collaboration. Project managers provide emotional intelligence, guiding teams through challenges and fostering a positive work environment.
• Strategic Decision-Making: AI can analyze data, but it cannot make complex, high-stakes decisions that require human intuition, ethical considerations, and industry expertise.
• Adaptability and Crisis Management: Projects often face unexpected challenges, such as budget cuts, stakeholder conflicts, or shifting priorities. AI can suggest solutions, but human judgment is crucial in navigating unpredictable situations.
• Stakeholder Management: Project managers negotiate with clients, executives, and team members, balancing expectations and ensuring alignment. AI cannot replicate the nuanced interpersonal skills required for stakeholder engagement.

How AI Will Reshape Project Management

Rather than replacing project managers, AI will augment their capabilities, allowing them to focus on higher-level responsibilities. The future of project management will likely involve:

• AI-Assisted Decision-Making: Project managers will use AI-generated insights to make informed strategic choices.
• Automated Administrative Tasks: AI will handle routine tasks, freeing up managers to focus on leadership and innovation.
• Enhanced Predictive Analytics: AI will provide real-time data analysis, helping managers anticipate challenges and optimize project outcomes.
• Collaboration Between AI and Humans: AI will act as a co-pilot, assisting project managers rather than replacing them.

Conclusion: AI as a Tool, Not a Replacement

AI is transforming project management, but it is unlikely to make project managers obsolete. Instead, it will enhance efficiency, automate repetitive tasks, and provide valuable insights, allowing managers to focus on leadership, strategy, and human-centric decision-making.

Rather than fearing AI, project managers should embrace it as a powerful tool that elevates their role and enables them to drive successful projects in an increasingly digital world.

Disclaimer: The whole text was generated by Copilot (under Windows 10) at the first attempt. This is just an experiment to evaluate feature's ability to answer standard general questions, independently on whether they are correctly or incorrectly posed. Moreover, the answers may reflect hallucinations and other types of inconsistent or incorrect reasoning.

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🏭🗒️Microsoft Fabric: Git Repository [Notes]

Disclaimer: This is work in progress intended to consolidate information from various sources for learning purposes. For the latest information please consult the documentation (see the links below)! 

Last updated: 4-Jul-2025

[Microsoft Fabric] Git Repository

• {def} set of features that enable developers to integrate their development processes, tools, and best practices straight into the Fabric platform [2]
• 
  
• {goal} the repo serves as single-source-of-truth
• {feature} backup and version control [2]
• {feature} revert to previous stages [2]
• {feature} collaborate with others or work alone using Git branches [2]
• {feature} source control 
• provides tools to manage Fabric items [2]
• supported for Azure DevOps and GitHub [3]
• {configuration} tenant switches 
• ⇐ must be enabled from the Admin portal 
• by the tenant admin, capacity admin, or workspace admin
• dependent on organization's settings [3]
• users can create Fabric items
• users can synchronize workspace items with their Git repositories
• create workspaces
• only if is needed to branch out to a new workspace [3]
• users can synchronize workspace items with GitHub repositories
• for GitHub users only [3]
• {concept} release process 
• begins once new updates complete a Pull Request process and merge into the team’s shared branch [3]
• {concept} branch
• {operation} switch branches
• the workspace syncs with the new branch and all items in the workspace are overridden [3]
• if there are different versions of the same item in each branch, the item is replaced [3]
• if an item is in the old branch, but not the new one, it gets deleted [3]
• one can't switch branches if there are any uncommitted changes in the workspace [3]
• {action} branch out to another workspace 
• creates a new workspace, or switches to an existing workspace based on the last commit to the current workspace, and then connects to the target workspace and branch [4]
• {permission} contributor and above
• {action} checkout new branch )
• creates a new branch based on the last synced commit in the workspace [4]
• changes the Git connection in the current workspace [4]
• doesn't change the workspace content [4]
• {permission} workspace admin
• {action} switch branch
• syncs the workspace with another new or existing branch and overrides all items in the workspace with the content of the selected branch [4]
• {permission} workspace admin
• {limitation} maximum length of branch name: 244 characters.
• {limitation} maximum length of full path for file names: 250 characters
• {limitation} maximum file size: 25 MB
• {operation} connect a workspace to a Git Repos 
• can be done only by a workspace admin [4]
• once connected, anyone with permissions can work in the workspace [4]
• synchronizes the content between the two (aka initial sync)
• {scenario} either of the two is empty while the other has content
• the content is copied from the nonempty location to the empty on [4]
• {scenario}both have content
• one must decide which direction the sync should go [4]
• overwrite the content from the destination [4]
• includes folder structures [4]
• workspace items in folders are exported to folders with the same name in the Git repo [4]
• items in Git folders are imported to folders with the same name in the workspace [4]
• if the workspace has folders and the connected Git folder doesn't yet have subfolders, they're considered to be different [4]
• leads to uncommitted changes status in the source control panel [4]
• one must to commit the changes to Git before updating the workspace [4]
• update first, the Git folder structure overwrites the workspace folder structure [4]
• {limitation} empty folders aren't copied to Git
• when creating or moving items to a folder, the folder is created in Git [4]
• {limitation} empty folders in Git are deleted automatically [4]
• {limitation} empty folders in the workspace aren't deleted automatically even if all items are moved to different folders [4]
• {limitation} folder structure is retained up to 10 levels deep [4]
• {limitation} the folder structure is maintained up to 10 levels deep
•  Git status
• synced 
• the item is the same in the workspace and Git branch [4]
•  conflict 
• the item was changed in both the workspace and Git branch [4]
•  unsupported item
•  uncommitted changes in the workspace
•  update required from Git [4]
•  item is identical in both places but needs to be updated to the last commit [4]
• source control panel
• shows the number of items that are different in the workspace and Git branch
• when changes are made, the number is updated
• when the workspace is synced with the Git branch, the Source control icon displays a 0
• commit and update panel 
• {section} changes 
• shows the number of items that were changed in the workspace and need to be committed to Git [4]
• changed workspace items are listed in the Changes section
• when there's more than one changed item, one can select which items to commit to the Git branch [4]
• if there were updates made to the Git branch, commits are disabled until you update your workspace [4]
• {section} updates 
• shows the number of items that were modified in the Git branch and need to be updated to the workspace [4]
• the Update command always updates the entire branch and syncs to the most recent commit [4]
• {limitation} one can’t select specific items to update [4]
• if changes were made in the workspace and in the Git branch on the same item, updates are disabled until the conflict is resolved [4]
• in each section, the changed items are listed with an icon indicating the status
•  new
•  modified
•  deleted
•  conflict
•  same-changes
• {concept} related workspace
• workspace with the same connection properties as the current branch [4]
• e.g.  the same organization, project, repository, and git folder [4] 

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References:

[2] Microsoft Learn (2025) Fabric: What is Microsoft Fabric Git integration? [link] 

What is lifecycle management in Microsoft Fabric? [link]

[3] Microsoft Fabric Updates Blog (2025) Fabric: Introducing New Branching Capabilities in Fabric Git Integration [link] 

[4] Microsoft Learn (2025) Fabric: Basic concepts in Git integration [link]
[5]  [link]

Resources:
[R1] Microsoft Learn (2025) Fabric: 

Acronyms:

CI/CD - Continuous Integration and Continuous Deployment

#️⃣Software Engineering: Mea Culpa (Part VII: A Look Forward)

Software Engineering Series

I worked for more than 20 years in various areas related to ERP systems - Data Migrations, Business Intelligence/Analytics, Data Warehousing, Data Management, Project Management, (data) integrations, Quality Assurance, and much more, having experience with IFS IV, Oracle e-Business Suite, MS Dynamics AX 2009 and during the past 3-7 years also with MS Dynamics 365 Finance, SCM & HR (in that order). Much earlier, I started to work with SQL Server (2000-2019), Oracle, and more recently with Azure Synapse and MS Fabric, writing over time more than 800 ad-hoc queries and reports for the various stakeholders, covering all the important areas, respectively many more queries for monitoring the various environments. 

In the areas where I couldn’t acquire experience on the job, I tried to address this by learning in my free time. I did it because I take seriously my profession, and I want to know how (some) things work. I put thus a lot of time into trying to keep actual with what’s happening in the MS Fabric world, from Power BI to KQL, Python, dataflows, SQL databases and much more. These technologies are Microsoft’s bet, though at least from German’s market perspective, all bets are off! Probably, many companies are circumspect or need more time to react to the political and economic impulses, or probably some companies are already in bad shape. 

Unfortunately, the political context has a broad impact on the economy, on what’s happening in the job market right now! However, the two aspects are not the only problem. Between candidates and jobs, the distance seems to grow, a dense wall of opinion being built, multiple layers based on presumptions filtering out voices that (still) matter! Does my experience matter or does it become obsolete like the technologies I used to work with? But I continued to learn, to keep actual… Or do I need to delete everything that reminds the old?

To succeed or at least be hired today one must fit a pattern that frankly doesn’t make sense! Yes, soft skills are important though not all of them are capable of compensating for the lack of technical skills! There seems to be a tendency to exaggerate some of the qualities associated with skills, or better said, of hiding behind big words. Sometimes it feels like a Shakespearian inaccurate adaptation of the stage on which we are merely players.

More likely, this lack of pragmatism will lead to suboptimal constructions that will tend to succumb under their own structure. All the inefficiencies need to be corrected, or somebody (or something) must be able to bear their weight. I saw this too often happening in ERP implementations! Big words don’t compensate for the lack of pragmatism, skills, knowledge, effort or management! For many organizations the answer to nowadays problems is more management, which occasionally might be the right approach, though this is not a universal solution for everything that crosses our path(s).

One of society’s answers to nowadays’ problem seems to be the refuge in AI. So, I wonder – where I’m going now? Jobless, without an acceptable perspective, with AI penetrating the markets and making probably many jobs obsolete. One must adapt, but adapt to what? AI is brainless even if it can mimic intelligence! Probably, it can do more in time to the degree that many more jobs will become obsolete (and I’m wondering what will happen to all those people). 

Conversely, to some trends there will be probably other trends against them, however it’s challenging to depict in clear terms the future yet in making. Society seems to be at a crossroad, more important than mine.

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🏭🗒️Microsoft Fabric: Deployment Pipelines [Notes]

Disclaimer: This is work in progress intended to consolidate information from various sources for learning purposes. For the latest information please consult the documentation (see the links below)! 

Last updated: 26-Apr-2025

[Microsoft Fabric] Deployment Pipelines

• {def} a structured process that enables content creators to manage the lifecycle of their organizational assets [5]
• enable creators to develop and test content in the service before it reaches the users [5]
• can simplify the deployment process to development, test, and production workspaces [5]
• one Premium workspace is assigned to each stage [5]
• each stage can have 
• different configurations [5]
• different databases or different query parameters [5]
• {action} create pipeline
• from the deployment pipelines entry point in Fabric [5]
• creating a pipeline from a workspace automatically assigns it to the pipeline [5]
• {action} define how many stages it should have and what they should be called [5]
• {default} has three stages
• e.g. Development, Test, and Production
• the number of stages can be changed anywhere between 2-10 
• {action} add another stage,
• {action} delete stage
• {action} rename stage 
• by typing a new name in the box
• {action} share a pipeline with others
• users receive access to the pipeline and become pipeline admins [5]
• ⇐ the number of stages are permanent [5]
• can't be changed after the pipeline is created [5]
• {action} add content to the pipeline [5]
• done by assigning a workspace to the pipeline stage [5]
• the workspace can be assigned to any stage [5]
• {action|optional} make a stage public
• {default} the final stage of the pipeline is made public
• a consumer of a public stage without access to the pipeline sees it as a regular workspace [5]
• without the stage name and deployment pipeline icon on the workspace page next to the workspace name [5]
• {action} deploy to an empty stage
• when finishing the work in one pipeline stage, the content can be deployed to the next stage [5] 
• deployment can happen in any direction [5]
• {option} full deployment 
• deploy all content to the target stage [5]
• {option} selective deployment 
• allows select the content to deploy to the target stage [5]
• {option} backward deployment 
• deploy content from a later stage to an earlier stage in the pipeline [5] 
• {restriction} only possible when the target stage is empty [5]
• {action} deploy content between pages [5]
• content can be deployed even if the next stage has content
• paired items are overwritten [5]
• {action|optional} create deployment rules
• when deploying content between pipeline stages, allow changes to content while keeping some settings intact [5] 
• once a rule is defined or changed, the content must be redeployed
• the deployed content inherits the value defined in the deployment rule [5]
• the value always applies as long as the rule is unchanged and valid [5]
• {feature} deployment history 
• allows to see the last time content was deployed to each stage [5]
• allows to to track time between deployments [5]
• {concept} pairing
• {def} the process by which an item in one stage of the deployment pipeline is associated with the same item in the adjacent stage
• applies to reports, dashboards, semantic models
• paired items appear on the same line in the pipeline content list [5]
• ⇐ items that aren't paired, appear on a line by themselves [5]
• the items remain paired even if their name changes
• items added after the workspace is assigned to a pipeline aren't automatically paired [5]
• ⇐ one can have identical items in adjacent workspaces that aren't paired [5]
• [lakehouse]
• can be removed as a dependent object upon deployment [3]
• supports mapping different Lakehouses within the deployment pipeline context [3]
• {default} a new empty Lakehouse object with same name is created in the target workspace [3]
• ⇐ if nothing is specified during deployment pipeline configuration
• notebook and Spark job definitions are remapped to reference the new lakehouse object in the new workspace [3]
• {warning} a new empty Lakehouse object with same name still is created in the target workspace [3]
• SQL Analytics endpoints and semantic models are provisioned
• no object inside the Lakehouse is overwritten [3]
• updates to Lakehouse name can be synchronized across workspaces in a deployment pipeline context [3] 
• [notebook] deployment rules can be used to customize the behavior of notebooks when deployed [4]
• e.g. change notebook's default lakehouse [4]
• {feature} auto-binding
• binds the default lakehouse and attached environment within the same workspace when deploying to next stage [4]
• [environment] custom pool is not supported in deployment pipeline
• the configurations of Compute section in the destination environment are set with default values [6]
• ⇐ subject to change in upcoming releases [6]
• [warehouse]
• [database project] ALTER TABLE to add a constraint or column
• {limitation} the table will be dropped and recreated when deploying, resulting in data loss
• {recommendation} do not create a Dataflow Gen2 with an output destination to the warehouse
• ⇐ deployment would be blocked by a new item named DataflowsStagingWarehouse that appears in the deployment pipeline [10]
• SQL analytics endpoint is not supported
• [Eventhouse]
• {limitation} the connection must be reconfigured in destination that use Direct Ingestion mode [8]
• [EventStream]
• {limitation} limited support for cross-workspace scenarios
• {recommendation} make sure all EventStream destinations within the same workspace [8]
• KQL database
• applies to tables, functions, materialized views [7]
• KQL queryset
• ⇐ tabs, data sources [7]
• [real-time dashboard]
• data sources, parameters, base queries, tiles [7]
• [SQL database]
• includes the specific differences between the individual database objects in the development and test workspaces [9]
• can be also used with
• Copy Job
• dataflows gen2
• data pipeline
• mirrored database
• activator 
• Power BI items

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References:

[1] Microsoft Learn (2024) Get started with deployment pipelines [link]

[2] Microsoft Learn (2024) Implement continuous integration and continuous delivery (CI/CD) in Microsoft Fabric [link]

[3] Microsoft Learn (2024)  Lakehouse deployment pipelines and git integration (Preview) [link]

[4] Microsoft Learn (2024) Notebook source control and deployment [link] 

[5] Microsoft Learn (2024) Introduction to deployment pipelines [link]

[6] Environment Git integration and deployment pipeline [link]

[7] Microsoft Learn (2024) Microsoft Learn (2024) Real-Time Intelligence: Git integration and deployment pipelines (Preview) [link]

[8] Microsoft Learn (2024) Eventstream CI/CD - Git Integration and Deployment Pipeline [link]

[9] Microsoft Learn (2024) Get started with deployment pipelines integration with SQL database in Microsoft Fabric [link]

[10] Microsoft Learn (2025) Source control with Warehouse (preview) [link] 

Resources:

Acronyms:
CLM - Content Lifecycle Management
UAT - User Acceptance Testing

💫🗒️ERP Systems: Microsoft Dynamics 365's Business Process Catalog (BPC) [Notes]

Disclaimer: This is work in progress intended to consolidate information from the various sources and not to provide a complete overview of all the features. Please refer to the documentation for a complete overview!

Last updated: 25-Apr-2025

Business Process Catalog - End-to-End Scenarios

[Dynamics 365] Business Process Catalog (BPC)

• {def} lists of end-to-end processes that are commonly used to manage or support work within an organization [1]
• agnostic catalog of business processes contained within the entire D365 solution space [3]
• {benefit} efficiency and time savings [3]
• {benefit} best practices [3]
• {benefit} reduced risk [3]
• {benefit} technology alignment [3]
• {benefit} scalability [3]
• {benefit} cross-industry applicability [3]
• stored in an Excel workbook
• used to organize and prioritize the work on the business process documentation [1]
• {recommendation} check the latest versions (see [R1])
• assigns unique IDs to 
• {concept} end-to-end scenario
• describe in business terms 
• not in terms of software technology
• includes the high-level products and features that map to the process [3]
• covers two or more business process areas
• {purpose} map products and features to benefits that can be understood in business contexts [3]
• {concept} business process areas
• combination of business language and basic D365 terminology [3]
• groups business processes for easier searching and navigation [1]
• separated by major job functions or departments in an organization [1]
• {purpose} map concepts to benefits that can be understood in business context [3]
• more than 90 business process areas defined [1]
• {concept} business processes
• a series of structured activities and tasks that organizations use to achieve specific goals and objectives [3]
• efficiency and productivity
• consistency and quality
• cost reduction
• risk management
• scalability
• data-driven decision-making
• a set of tasks in a sequence that is completed to achieve a specific objective [5]
• define when each step is done in the implementation [5] [3]
• define how many are needed [5] [3]
• covers a wide range of structured, often sequenced, activities or tasks to achieve a predetermined organizational goal
• can refer to the cumulative effects of all steps progressing toward a business goal
• describes a function or process that D365 supports
• more than 700 business processes identified
• {goal} provide a single entry point with links to relevant product-specific content [1]
• {concept} business process guide
• provides documentation on the structure and patterns of the process along with guidance on how to use them in a process-oriented implementation [3]
• based on a catalog of business process supported by D365 [3]
• {concept} process steps 
• represented sequentially, top to bottom
• can include hyperlinks to the product documentation [5] 
• {recommendation} avoid back and forth in the steps as much as possible [5]
• can be
• forms used in D365 [5]
• steps completed in LCS, PPAC, Azure or other Microsoft products [5]
• steps that are done outside the system (incl. third-party system) [5]
• steps that are done manually [5]
• are not 
• product documentation [5]
• a list of each click to perform a task [5]
• {concept} process states
• include
• project phase 
• e.g. strategize, initialize, develop, prepare, operate
• configuration 
• e.g. base, foundation, optional
• process type
• e.g. configuration, operational
• {concept} patterns
• repeatable configurations that support a specific business process [1]
• specific way of setting up D365 to achieve an objective [1]
• address specific challenges in implementations and are based on a specific scenario or best practice [6]
• the solution is embedded into the application [6]
• includes high-level process steps [6]
• include the most common use cases, scenarios, and industries [1]
• {goal} provide a baseline for implementations
• more than 2000 patterns, and we expect that number to grow significantly over time [1]
• {activity} naming a new pattern
• starts with a verb
• describes a process
• includes product names
• indicate the industry
• indicate AppSource products
• {concept} reference architecture 
• acts as a core architecture with a common solution that applies to many scenarios [6]
• typically used for integrations to external solutions [6]
• must include an architecture diagram [6]
• {concept} process governance
• {benefit} improved quality
• {benefit} enhanced decision making
• {benefit} agility adaptability
• {benefit{ Sbd alignment
• {goal} enhance efficiency 
• {goal} ensure compliance 
• {goal} facilitate accountability 
• {concept} policy
• {concept} procedure
• {concept} control
• {concept} scope definition
• {recommendation} avoid replicating current processes without considering future needs [4]
• {risk} replicating processes in the new system without re-evaluating and optimizing [4] 
• {impact} missed opportunities for process improvement [4]
• {recommendation} align processes with overarching business goals rather than the limitations of the current system [4]
• {concept} guidance hub
• a central landing spot for D365 guidance and tools
• contains cross-application documentations
• {purpose} provide considerations and best practices for implementation [6]
• {purpose} provide technical information for implementation [6]
• {purpose} provide link to product documentation to achieve the tasks in scope [6]

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References:

[1] Microsoft Learn (2024) Dynamics 365: Overview of end-to-end scenarios and business processes in Dynamics 365 [link]
[2] Microsoft Dynamics 365 Community (2023) Business Process Guides - Business Process Guides [link]
[3] Microsoft Dynamics 365 Community (2024) Business Process Catalog and Guidance - Part 2 Introduction to Business Processes [link]

[4] Microsoft Dynamics 365 Community (2024) Business Process Catalog and Guidance - Part 3: Using the Business Process Catalog to Manage Project Scope and Estimation [link]

[5] Microsoft Dynamics 365 Community (2024) Business Process Catalog and Guidance - Part 4: Authoring Business Processes [link]

[6] Microsoft Dynamics 365 Community (2024) Business Process Catalog and Guidance - Part 5:  Authoring Business Processes Patterns and Use Cases [link]
[7] Microsoft Dynamics 365 Community (2024) Business Process Catalog and Guidance  - Part 6: Conducting Process-Centric Discovery [link]
[8] Microsoft Dynamics 365 Community (2024) Business Process Catalog and Guidance  - Part 7: Introduction to Process Governance [link]

Resources:

[R1] GitHub (2024) Business Process Catalog [link]

[R2] Microsoft Learn (2024) Dynamics 365 guidance documentation and other resources [link]
[R3] Dynamics 365 Blog (2025) Process, meet product: The business process catalog for Dynamics 365 [link]

Acronyms:
3T - Tools, Techniques, Tips

ADO - 
BPC - Business Process Catalog

D365 - Dynamics 365

LCS - Lifecycle Services

PPAC - Power Platform admin center
RFI - Request for Information
RFP - Request for Proposal

🧮ERP: Implementations (Part XVI: It’s All About Politics)

ERP Implementations Series

An ERP implementation takes place within a political context and politics can make or break implementations. Politics occurs whenever individuals or organization groups interact to make decisions that affect parts or the whole organization. Besides decision-making there are further components that revolve around the various types of resources allocation and management, resulting in power dynamics that shape and pull organizations in politically charged directions.

Given the deep implications of ERP systems, probably in no other type of projects the political aspects are that visible and stringent to all employees to the degree that they pull decisions in one direction independently of the actual requirements. It may seem incredible, though there are cases in which ERP systems were selected just because the organization’s CEO played golf with the vendor’s CEO. In the end, the gaps between systems should be minimal nowadays, at least in theory, isn’t it?

Of course, just because one meets certain strange behaviors, it doesn’t mean that this is common practice! There are higher chances of selecting an inadequate system just because the sales representative did a good job and convinced the audience that the system can do anything they want. It probably does if coins are used for each missing feature, and in the long term it can be a lot of coins. Conversely, even if a system satisfies nowadays’ requirements, it doesn’t mean it will continue to do the same with future requirements. Only the future can tell whether the choice of a system over the others was a good one.

The bigger the gaps between the various interests, the more difficult it becomes to pull the project in the right direction. Probably the best way to demonstrate why one system is better than another is by bringing facts and focusing on the main requirements of the organization. This supposes the existence of an explicit list of requirements with a high-level description of how they can be addressed by the future system. This might not be enough, though it’s a good start, a good basis for discussion, for making people aware of the implications. However, doing this exercise for 2-3 or more systems is not cost effective, as such analysis can become time-consuming and expensive.

One way to address political resistance is by discussing openly with the stakeholders and addressing their concerns, arguing why the system is a good choice, what can be done to address the gaps, and so on. It will not always be enough, though it’s important to establish common ground for further discussions. Further on, it’s important to keep the same openness and disposition for communication given that the further the project progresses, the higher the likelihood of other concerns to appear. It’s a never-ending story if there are gaps between needs and what the system provides.

It's important to establish clear and honest communication with the stakeholders, informing them proactively about the challenges faced, independently in which area they are faced. Conversely, too much communication can be disruptive and can create other challenges. One way to cope with this is by identifying the communication needs of each stakeholder and trying to identify what’s the volume of information, respectively the communication needs of each of them. That’s project management 1:1.

The Project Manager and his team should ideally anticipate and address the potential conflicts timely, before they propagate and reach a broader audience. It’s questionable how much can be achieved proactively, especially when the project keeps everybody busy. The tendency is to answer politics with politics, though brainstorming sessions, open communication and a few other approaches can reach deeper where politics can’t.

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🧮ERP: Implementations (Part XIV: A Never-Ending Story)

ERP Implementations Series

An ERP implementation is occasionally considered as a one-time endeavor after which an organization will live happily ever after. In an ideal world that would be true, though the work never stops – things that were carved out from the implementation, optimizations, new features, new regulations, new requirements, integration with other systems, etc. An implementation is thus just the beginning from what it comes and it's essential to get the foundation right – and that’s the purpose of the ERP implementation – provide a foundation on which something bigger and solid can be erected. 

No matter how well an ERP implementation is managed and executed, respectively how well people work towards the same goals, there’s always something forgotten or carved out from the initial project. Usually, the casual suspects are the integrations with other systems, though there can be also minor or even bigger features that are planned to be addressed later, if the implementation hasn’t consumed already all the financial resources available, as it's usually the case. Some of the topics can be addressed as Change Requests or consolidated on projects of their own. 

Even simple integrations can become complex when the processes are poorly designed, and that typically happens more often than people think. It’s not necessarily about the lack of skillset or about the technologies used, but about the degree to which the processes can work in a loosely coupled interconnected manner. Even unidirectional integrations can raise challenges, though everything increases in complexity when the flow of data is bidirectional. Moreover, the complexity increases with each system added to the overall architecture. 

Like a sculpture’s manual creation, processes in an ERP implementation form a skeleton that needs chiseling and smoothing until the form reaches the desired optimized shape. However, optimization is not a one-time attempt but a continuous work of exploring what is achievable, what works, what is optimal. Sometimes optimization is an exact science, while other times it’s about (scientifical) experimentation in which theory, ideas and investments are put to good use. However, experimentation tends to be expensive at least in terms of time and effort, and probably these are the main reasons why some organizations don’t even attempt that – or maybe it’s just laziness, pure indifference or self-preservation. In fact, why change something that already works?

Typically, software manufacturers make available new releases on a periodic basis as part of their planning for growth and of attracting more businesses. Each release that touches used functionality typically needs proper evaluation, testing and whatever organizations consider as important as part of the release management process. Ideally, everything should go smoothly though life never ceases to surprise and even a minor release can have an important impact when earlier critical functionality stopped working. Test automation and other practices can make an important difference for organizations, though these require additional effort and investments that usually pay off when done right. 

Regulations and other similar requirements must be addressed as they can involve penalties or other risks that are usually worth avoiding. Ideally such requirements should be supported by design, though even then a certain volume of work is involved. Moreover, the business context can change unexpectedly, and further requirements need to be considered eventually. 

The work on an ERP system and the infrastructure built around it is a never-ending story. Therefore, organizations must have not only the resources for the initial project, but also what comes after that. Of course, some work can be performed manually, some requirements can be delayed, some risks can be assumed, though the value of an ERP system increases with its extended usage, at least in theory. 

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🧮ERP: Implementations (Part XIII: On Project Management)

ERP Implementations Series

Given its intrinsic complexity and extended implications, an ERP implementation can be considered as the real test of endurance for a Project Manager, respectively the team managed. Such projects typically deal with multiple internal and external parties with various interests in the outcomes of the project. Moreover, such projects involve multiple technologies, systems, and even methodologies. But, more importantly, such projects tend to have specific characteristics associated with their mass, being challenging to manage within the predefined constraints: time, scope, costs and quality.

From a Project Manager’s perspective what counts is only the current project. From a PMO perspective, one project, independent of its type, must be put within the broader perspective, while looking at the synergies and other important aspects that can help the organization. Unfortunately, for many organizations all begins and ends with the implementation, and this independently of the outcomes of the project. Often failure lurks in the background and usually there can be small differences that in the long term have a considerable impact. ERP implementations are more than other projects sensitive on the initial conditions – the premises under which the project starts and progresses. 

One way of coping with this inherent complexity is to split projects into several phases considered as projects or subprojects in their own boundaries. This allows organizations to narrow the focus and split the overall work into more manageable pieces, reducing to some degree the risks while learning in the process about organization’s capabilities in addressing the various aspects. Conversely, the phases are not necessarily sequential but often must overlap to better manage the resources and minimize waste. 

Given that an implementation project can take years, it’s normal for people to come and go, some taking over work from colleagues, with or without knowledge transfer. The knowledge is available further on, as long as the resources don’t leave the organization, though knowledge transfer can’t be taken for granted. It’s also normal for resources to suddenly not be available or disappear, increasing the burden that needs to be shifted on others’ shoulders. There’s seldom a project without such events and one needs to make the best of each situation, even if several tries and iterations are needed in the process.

Somebody needs to manage all this, and the weight of the whole project falls on a PM’s shoulders. Managing by exception and other management principles break under the weight of implementation projects and often it’s challenging to make progress without addressing this. Fortunately, PMs can shift the burden on Key Users and other parties involved in the project. Splitting a project in subprojects can help set boundaries even if more management could occasionally be involved. Also having clear responsibilities and resources who can take over the burdens when needed can be a sign of maturity of the teams, respectively the organization. 

Teams in Project Management are often compared with teams in sports, though the metaphor is partially right when each party has a ball to play with, while some of the players or even teams prefer to play alone at their own pace. It takes time to build effective teams that play well together, and the team spirit or other similar concepts can't fill all the gaps existing in organizations! Training in team sports has certain characteristics that must be mirrored in organizations to allow for teams to improve. Various parties expect from the PM to be the binder and troubleshooter of something that should have been part of an organization’s DNA! Bringing external players to do the heavy lifting may sometimes work, though who’ll do the lifting after the respective resources are gone? 

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💫🗒️ERP Systems: Microsoft Dynamics 365's Business Performance Analytics (BPA) [notes]

Disclaimer: This is work in progress intended to consolidate information from the various sources and not to provide a complete overview of all the features. Please refer to the documentation for a complete overview!

Last updated: 15-Mar-2025

[Dynamics 365] Business Performance Analytics (BPA)

• {def} centralized reporting hub within D365 F&O designed to streamline insights and help organizations make faster, data driven decisions [3]
• solution designed to transform organization's data into actionable insights [1]
• provides an intuitive out-of-box data model along with familiar tools like Microsoft Excel and Power BI for self-service analytics [4]
• data extracted from D365 is classified in BPA in the form of value chains
• ⇐ a group of business processes on top of the value chain [4]
• {benefit} allows to simplify data insights by providing a unified view of business data across entities in near real time [4]
• {benefit} allows to streamline financial and operations reporting to reduce the cycle times [4]
• {benefit} allows users of all technical abilities to quickly access and analyze data to facilitate data driven decisions [4]
• {benefit} provides auditors with direct access to financial data, making the audit process more efficient
• {benefit} enables ease of use through familiar apps like Excel and Power BI, in addition to AI driven insights and automation in this platform that can be scalable and extendable [4]
• {feature} extends into Microsoft Fabric
• {benefit} provide a scalable, secure environment for handling large data sets and ensuring insights are always powered by the latest technology [3]
• {feature} ETL process 
• involves extracting data from finance and operations database, transforming and loading it into Dataverse [4]
• each of the entities required for the generation of the dimensional model for the value chains that were mentioned earlier, they are backed by the underlying tables in finance and operations database [4]
• installed in Dataverse, virtual  entities that are created will then pull in the data into the managed data lake [4]
• the data is then transformed to generate the dimensional  model which is then pushed into the embedded Power BI workspace in the form of analytical tables [4]
• BPA consumes this data from Power BI workspace to render the power BI reports [4]
• this data can also be extended to Fabric if there is a need to consolidate data from multiple sources [4]
• {feature} reports 
• designed to provide a detailed overview of an organization's financial health [8]
• further reports will be added to expand the coverage for the value chains [8]
• out-of-box reports can't be modified
• ⇐ users cannot rename, delete or edit these type of reports [8]
• there’s the option to duplicate the base report and edit the version thus created [8]
• can be shared with other users who have access to BPA 
• ⇐ they can receive an in-app notification [8]
• can be shared over email with another user by entering user’s email address [8] 
• one can configure whether the recipient can edit or view the report [8]
•   {feature} allows to create a new Power BI or Excel report from scratch [8]
• {option} start with a blank report or duplicate an existing report [8]
• {feature} data refresh
• automatic data refreshes run currently two times a day [4]
• at 12:00 AM and 12:00 PM UTC
• the volume of data is also constrained by the storage capacity of the A3 SKU for Power BI Embedded [1]
• future release, may support additional data reporting capacity [1]
• ⇐ so that larger data sets can be reported and analyzed [1]
• the target is to have refreshes every hour or less [3]
• data volume will be initially for about eight quarters of data [4]
• extensibility will be supported with bring your own Fabric [4]
• architecture
• SaaS solution
• {capability} immediate deployment 
• businesses can start to analyze data and generate insights with minimal setup [1]
• {capability} comprehensive reporting and dashboards
• provides access to a wide range of preconfigured reports that cover multiple business functions [1]
• {capability} near-real-time analytics 
• future releases will offer more frequent data refreshes to enable near-real-time data analysis and reporting
• {capability} predictive insights 
• future releases will introduce predictive analytics capabilities that enable businesses to 
• forecast trends
• identify risks
• seize opportunities [1]
• {capability} user-friendly interface 
• intuitive design ⇒ minimal training
• fosters broader adoption 
• enables a data-driven culture across the organization [1]
• {capability} cost-effectiveness
• available as part of D365 license
• ⇒ provides advanced analytics without requiring significant investments in IT infrastructure [1]
• DaaS solution
• {capability} organizations can integrate its data models with their existing data warehousing infrastructure in Microsoft Fabric [1]
• maximizes the value of existing data solutions [1]
• positions businesses for future enhancements [1]
• {capability} unified and scalable data models
• customers can build custom models on top of a unified framework
• ensures consistency and scalability across data sets [1]
• {capability} future-proofing with automatic upgrades
• data models integrate seamlessly with future D365 updates
• reduces manual maintenance and ensures access to the latest features [1]
• {capability} consistency and standardization
• data models provide consistency and standardization across data sources
• ensure high data quality and integrity [1]
• {capability} advanced analytics and AI 
• by customizing the data models, organizations can take advantage of advanced analytics and AI capabilities [1]
• deeper insights without having to develop them from scratch [1]
• {capability} enhanced data governance
• unified data models support better data governance by providing standardized data definitions, relationships, and hierarchies [1]
• ensure consistency and quality across the organization [1]
• requires an integrated Power Platform environment [5]
• must be integrated with the Microsoft Entra tenant [5]
• uses shared Dataverse entitlements [1]
• includes access to the data lake [1]
• setup
• dimensions
• the selection of dimensions might affect the dimension groups that are created using these dimensions and the users who are assigned there [7]
• e.g. legal entity, business unit
• dimension groups
• users can select specific values for the legal entity, or add a range of values [7]
• selecting an invalid combination of dimension values, the dimension group will filter out all the records on the report [7]
• {warning} assigning too many dimension groups to a user, slows the load for that user [7]
• roles
• determine which reports the user can access [7]
• security
• secure data through role-based access control on top of the value chains [7]
• the first user who signs into the app is assigned the BPA admin role [7]
• allows a user to access the administrator section of the BPA [7]
• where the security can be set up [7]
• has automatically assigned 
• Microsoft report viewer role 
• the All Access Dimension group [7]
• allow the admin to see the data  in all the reports across all the dimensions [7]
• {feature} dimension-based role-level security
• ensures that users only see the data relevant to them based on their role
•  confidently share reports without duplicating them
• ⇐ data is automatically filtered by organization's security policies [3]
• simple but powerful way to maintain control while providing access for teams that love working in Excel [3]
• accessibility
• can be accessed through either 
• Power Platform
• admins can access BPA app through PowerApps' makeup portal [6]
• Dynamics 365
• through the BPA preview shortcut in the homepage or the default dashboard [6]
• for end users, the BPA preview shortcut is provided when they have certain duties associated to their role(s) [6]
• licensing
• included in D365 F&O license [4]
• requirements
• requires a tier two environment and Dynamics 365 finance version 1.0.38 or later [5]
• {project} timeline
• [2025 wave 1] backup and restore custom reports and analytics
• {benefit} support better lifecycle management and empower customers to develop on sandbox instances before publishing to production [3]
• 2025: available in all regions where F&O is available [3]
• Oct-2024: GA

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References:
[1] Microsoft Learn (2024) Dynamics 365 Finance: What is Business performance analytics? [link]
[2] Microsoft Learn (2025) Business performance analytics (BPA) with Dynamics 365 Finance [link]
[3] Dynamics 365 Finance - Business Performance Analytics 2025 Release Wave 1 Release Highlights [link]
[4] Dynamics 365 Community (2024) Dynamics 365 Bites: Business Performance Analytics Part 1 [link]
[5] Dynamics 365 Community (2024) Dynamics 365 Bites: Business Performance Analytics Part 2 [link]
[6] Dynamics 365 Community (2024) Dynamics 365 Bites: Business Performance Analytics Part 3 [link]
[7] Dynamics 365 Community (2024) Dynamics 365 Bites: Business Performance Analytics Part 4 [link]   
[8] Dynamics 365 Community (2024) Dynamics 365 Bites: Business Performance Analytics Part 5 [link]
[9] Microsoft Learn (2024) Dynamics 365: Business performance analytics introduction [link] 

Acronyms:
AI - Artificial Intelligence
BPA - Business Performance Analytics
D365 F&O - Dynamics 365 for Finance and Operations
DaaS - Data-as-a-Service
ETL - Extract, Transfer, Load
GA - General Availability
MF - Microsoft Fabric
PP - Public Preview
SaaS - Software-as-a-Service
SKU - Stock Keeping Unit
UTC - Coordinated Universal Time