Free MB-240 Exam Braindumps
Microsoft Dynamics 365 for Field Service

This Exam Topic does not have a case study.

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Overview. Company structure
Litware, Inc. is a multi-national home improvement retail company with stores around the world. Litware, Inc. also offers various installation and repair services using a combination of employees and subcontractors.

Litware, Inc. has stores located throughout the United States and Canada. The company has three main types of stores:

1. DIY Stores are retail and contractor stores with supply items for DIY projects.
-Offer electrical, lightning and other home improvement items.
-Only offer delivery and installation services for major appliances.

2. Pro Stores offer design ideas for major home renovations.
-Staffed with design experts for every major category, expert installation services, service technicians, and site coordinators.

3. Home Improvement Stores offer the convenience of purchasing items available in the DIY stores, but also include the expert design, installation and repair services offered in the Pro Stores.

Overview. Staff
Each type of store has a different combination of designers, service technicians and installers.

DIY Stores
• Installers
- Work 8am-6pm Monday to Friday.
- Saturdays and Sundays are generally off days.
• Delivery
- Pick up at the local warehouse for each store.
- Delivery personnel have a rotating work schedule. Monday to Friday every other week. Wednesday to Sunday every other week.

Pro Stores
• Designers
- Work various hours and days of the week.
- Assigned to a department based on skills and expertise.
• Installers
- Work 8am-6pm Monday to Friday.
- Assigned to a geographic region.
• Repair Technicians
- Normal work hours 8am-6pm Monday to Friday.
- Nights and weekends for emergencies only, based on availability.
- These are all subcontractors.

Home Improvement Stores
• Designers
- Assigned to a department based on skills and expertise.
• Delivery
- Pick up at the local warehouse for each store.
- Delivery personnel have a rotating work schedule. Monday to Friday every other week. Wednesday to Sunday every other week.
• Installers
- Work 8am-6pm Monday to Friday.
- Assigned to multiple stores in a geographic region.
• Repair Technicians
- Normal work hours 8am-6pm Monday to Friday.
- Nights and weekends for emergencies only, based on availability.
- These are all subcontractors.
• Dispatchers
- Assigned to all territories in the region.
- Assign repair and installation work to technicians based on skill.

All internal delivery, repair and installation employees will utilize the Field Service mobile app. Litware, Inc. employees will have full-service licenses, while subcontractors will not.

Overview. Regions
Dispatchers can see all work request data for their region, including resources.

The United States regions are:


Canadian regions are broken down by province where Litware, Inc. either has stores or provides services:


Existing Environment. Data management structure
Litware, Inc, store employees can see data within their region. This is to provide better support of customers and stores within the regions.

The current data access structure appears as follows:



Existing Environment. Field Service difficulties

Typical job assignment is as follows:
-Appliance Delivery & Hookup: 2 resources - subcontracted out
-Landscaping: minimum 2 resources. 1 expert
-Carpeting: 2-3 resources
-Tile Flooring: 2 resources
-Kitchen Cabinets: 3 resources
-Hardwood Flooring: 2 resources
-Repairs: 1-2 resources

A spreadsheet tracks the skills and certifications earned by each internal employee. They are:

The Skill Proficiency Model used at Litware, Inc. is as follows:
1- Novice
2 - Inexperienced
3 - Moderate Experience
4 - Experienced
5 - Expert/Certified

For each type of job, there must be at least one certified or highly experienced resource on the job. Their current system does not have a way to share technical documents and instructions with the technicians and have them review it while onsite.

All work is printed out and the provided to the resources. Contractors are currently emailed the job details to which they need to confirm availability. Contractors sometimes decline work. In some of these cases, the Litware, Inc. dispatch team does not react quickly to this information and the customer’s work or delivery is delayed.

Existing Environment. Customer base
Currently all customers and their data are held in Dynamics 365 Finance and Operations (D365 F&O).
-Most store employees do not have access to this data as it is currently being implemented for backend features, such as inventory and invoicing.
-Designers and those scheduling can pull up a customer and their pending orders and installations, but they cannot see the payment details and terms.

85% of Litware’s customers are households.
15% are construction-based companies that either purchase or hire Litware, Inc. for specific jobs.
-Most of these companies receive a 5-10% discount on supplies and 10% discount on labor.
-Some are Non-Profit Organizations (NPOs) and they receive a flat 15% discount.

Requirements. Planned changes
Litware, Inc. plans to implement Dynamics 365 Field Service. The requirements gathered during analysis are:

Work Orders and Scheduling
-Scheduling based on resource skill, and number of required resources based on job type and duration.
-Preventative Maintenance emergency calls take priority over other types of jobs.
-Schedule resources based on location, maximizing total work hours and then minimizing drive time.
-All HVAC down jobs require a resource to be onsite at the customer location within 2 hours, per contract terms.
-Some high-end HVAC systems can tell the company when the system is experiencing issues. Alert dispatchers when this occurs if this feature is enabled and purchased.
-Set contractually obligated times for HVAC down jobs.
-Set reminders or see critical details to act on for a job.
-Ability to quickly book a job.
-Easily see when a resource is on Paid Time Off on the schedule board.

Service Contracts
-Set up and create a Preventative Maintenance (PM) type of contracts.
-PM contracts are only for HVAC systems. Semi-annual maintenance jobs should be created 30-days before they are to be scheduled.
-Preventative Maintenance
-Semi-annual inspections
-Discount on any required parts and additional labor.
-Include 24-hour emergency service calls at no-charge.

Extended Warranties
-Ability to setup and create an Extended Warranty type of contracts.
-Start when Manufacturer warranty ends.
-Can be purchased for 1, 2 or 3 years and include all parts and labor.

Products and Services
-Integration between D365 F&O and D365 Field Service.
-Implement a parts return process for any unused or defective part during an installation job.
-Multiple price lists will be used, based on region and customer type (retail, NPO, construction).

Resources
-Implement company holidays for US and Canada.
-Implement various pay types based on OT, Weekends/Holidays, Travel and Regular Time.
-Implement Paid Time Off.

Optimize resource schedules
-Access to jobs assigned for the day.
-Specialty equipment scheduled on work orders as needed.

System
-Geocoding will be activated throughout the system.
-Territories will be used for Accounts, Resources and Work Orders.
-Enable SharePoint integration.

Requirements. Technical requirements

Invoicing
-Send Work Order details to D365 F&O when a job is completed, and after internal reviews are performed.
-The system must track the price of resources based on holidays and after-hours scenarios at a rate of one and a half times the normal billing rate.
-Travel time is non-billable. Travel time should be captured as normal billing rate.
-A Delivery Fee of $75 is charged for each order.
-Subcontractor travel time is non-billable but is paid to the subcontractor company by Litware, Inc.

Resources
-Contractor technicians require access to work order and customer details once assigned to a booking. They do not have a license.
-Dispatchers need a schedule board for their region(s).
-Resources have access to view their skills, skill level and certification data.
-Certifications set to expire over the next 120 days should show highlighted in Yellow.
-Certifications already expired will show in Red.
-Resources will be notified when they enter or leave a job, or are assigned a job for the day.
-Resource booking automatically updated when they enter job site.
-High priority jobs will send an alert to the resources’ phone and send them a text message.
-Resources assigned to a job where their skill level = 1 will be assigned to an experienced resource for 3 months.
-Resources on the job can use their smartphone to call and obtain assistance.
-Resources can access documents either online or offline.

Products and Services
-All parts removed from a customer’s equipment must be returned to the Main warehouse.
-All parts not used or deemed defective during an installation must be returned to the originating warehouse.
-All appliances and parts will become part of the customer record.
-All products are received into the Main warehouse and then distributed to van stock for delivery or installation.
-All assets that have an expired manufacturer warranty should show a notification.

Work Orders
-The ability to have templates for work orders. Templates will provide guidance for technicians, and recommend products and default services.
-Work Orders created from a PM contract need to have a status = Service Contract.
-Work Orders created from an Extended Warranty contract need to have a status = Extended Warranty
-All HVAC down work orders must be set to high priority.
-All emergency, and contractual Work Orders must be created, reviewed and dispatched within 1 hour. A technician must be onsite within 2 hours.
-All Work Orders created from a PM are non-billable.
-All Extended Warranty jobs must include a flat service fee of $75.

Scheduling
-High Priority work orders for HVAC down cannot be moved once scheduled.
-Work Orders scheduled to technician(s) who do not have the desired skill set and level should show a warning.
-If scheduled, it will send an approval record to the manager to approve the assignment. Approved are booked. Rejected are canceled and the dispatcher notified.
-Dispatchers will assign multi-day work orders, such as kitchen cabinets, bathrooms, landscaping, to the same group of resources for the duration of the work.
-All work orders for an existing asset, where the asset does not have an active manufacturer’s warranty, or a valid extended warranty should show an alert upon scheduling.
-Resources should be optimized for high priority items, maximize their work hours and then minimize travel time.

Security and access
-Safeguards must be in place for the data on the Field Service Mobile app if a technician loses his mobile device.
-Technicians in the field should only see work orders scheduled for today.
-Field Service administrators need the ability to update the defaults for the schedule assistant.

Accounts
-NPO customers should be assigned the NPO pricing.
-NPO customers are tax exempt. They are the only customers that do not get charged tax on products or services.
-Construction-Based customers should be assigned the Construction-based pricing.
-

This Exam Topic does not have a case study.

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Overview. General overview
Contoso is a large international manufacturing company that has offices around the world with service and scheduling departments in each office. In addition, Contoso has sales reps throughout the world.

Contoso has main offices in North America, Europe and Asia, with global headquarters based in Redmond, Washington, USA. Each of the regional offices has their own sales and service teams. The regional HQ locations also include sales and services leaders and executive management. Global HQ houses company executives for various departments, including sales and service.

Office hours are from 8:00 am to 6:00 pm, every day of the week except holidays, which have no work hours. This applies to all offices, using their local time zone.

Third-party contractors handle work outside of normal work hours at a higher rate.

Overview. Field Service staff
Contoso's service technicians around the world will be a combination of internal employees and third-party contractors.
-Pay type is Straight for regular work hours, and Overtime for work on holidays and after hours.
-All technicians have the capacity of handling just one job at a time, while supervisors can handle 2 jobs at a time.

Contoso’s internal field service employees:
-Begin and end their workday at their home of record.
-Have a default office location / regional office.
-Are assigned to multiple territories.

All third-party contractors:
-Begin and end their workdays at their office location.
-Have a default office location / regional office.
-Are assigned to only one territory.

Dispatchers:
-Work at the Main office for their region.
-Assigned to all territories in the region.
-Have privileges to customize their Schedule Boards.

All field service technicians will utilize the Field Service mobile app.
-Contoso employees will have full field service licenses, while third-party contractors will not.
-Field Service technicians will not have access to Leads, Opportunities or other sales-specific data.
-Dispatchers can see all data for their region, though they will mostly be scheduling for only one territory.

Contoso has several classes to distinguish the capability and training level of its field technicians. All work order bookings need to respect these classes and book resources accordingly.

Existing environment. Org structure setup

Contoso currently uses Dynamics 365 Customer Engagement for leads, opportunities, quotes and orders. There are currently 200 sales users in North America, 500 in Europe and 400 in the Asia-Pacific region.

The Contoso physical environment is structured in the following manner, with the roles noted.


Existing environment. Data management structure

Contoso's sales teams currently can only see data within their region. HQ locations for each region have visibility to data for all locations in their regions only. All of the data rolls-up to Contoso Global HQ for executive management reporting. Sales Reps who work with global accounts struggle to obtain the data they need to support their clients.

The current data access structure appears as follows:


Existing environment. Field Service structure

Contoso's field service technicians respond to all installation work orders with two human resources:
-One licensed technician (Level 3), and...
-One apprentice technician. Apprentices can be either Level 1 (new trainee) or Level 2 (halfway through training).

In many cases installation work also requires the use of specialty tools, depending on what is being installed. The current system does not have any way to track the level of skill for each resource, nor the uses for the specialty tools. This is handled as "tribal knowledge."

Preventative maintenance work orders can be handled by one resource if they are a Level 2. If the resource is a Level 1, they must be accompanied by a Level 3 resource, and vice versa.

All field service technicians are required to complete OSHA training annually. In their first year of apprenticeship they must complete the full 40-hour course. In the next 2 years they must complete the 8-hour refresher course. This cycle repeats every 3 years for the duration of their employment.

In the current system, when a technician has finished with a work order, they turn in the paper copy with their notes to the dispatcher. The dispatcher then gives that information to a back-office employee, who will check the work order to ensure accuracy before creating an invoice. Contoso wishes to automate this exact process in the new system.

Existing environment. Customer base
About half of Contoso's customer base includes Not For Profit service organizations. The implications for billing are complex, so it's important that Tax Exempt Status be noted for all Accounts and flow through to all Work Orders. NFP Customers who are associated with government entities will pay for travel time: other customers will not. This information should flow from the Billing Account to all associated Service Accounts.

Most Contoso customers sign agreements for Preventative Maintenance. Contoso uses templates and incidents to ensure services standards are the same across all regions. Preventative Maintenance agreements include monthly inspection and quarterly cleaning and inspection, with billing occurring quarterly.

Requirements. Remaining consistent
Contoso plans to keep the current data structure and extend it to the new Field Service functionality.

Field Service users will fall under the same organizational structure currently implemented for the sales staff.
-Field service technicians will only be able to see their assigned work orders and bookings.
-Dispatchers will be able to see all work orders and bookings for the region.

Requirements. Planned changes
Contoso plans to implement Dynamics 365 Field Service with mobile access. They will be using incidents, work orders, bookings and invoicing. The following requirements were gathered during analysis:

1. Work Orders and Scheduling.
oAutomated and suggestion-based scheduling.
oScheduling based on required technician skills and number of technicians needed.
oSchedule resources based on location, minimizing travel time when possible.
oTechnicians must be onsite within 3 hours of an emergency Work Order being assigned to them.
oThe travel time should automatically update upon changing a booking.
2. Agreements
oSetup and create work orders, bookings and invoices for preventative maintenance with work orders automatically created 14 days before PM is due.
oEscalation of Work Orders based upon agreed customer commitment
oAbility to designate clients as Preferred, with special pricing.
3. Products and Services
oWarehousing and inventory management processes will be implemented, including tracking products moved onto trucks for installation at customer sites.
oImplement a parts return process that includes having a technician uninstall the part to be returned.
oMultiple price lists will be used, divided into Gold, Silver and Bronze levels, based on the spending level of each customer.
oInternal teams need the capability to associate a 3D image to a Customer Asset record.
oProducts added to a work order should be set to Allocated.
4. Resources
oImplement Company Holidays for North American regions,
oImplement Paid Time Off for all regions,
oSpecialty equipment will be scheduled on work orders as needed,
oTraining and skill levels will be noted as appropriate for resources.
o5. System
oGeocoding will be activated throughout the system.

Requirements. Technical requirements
Contoso identified the following technical requirements:

1. Invoicing
oAuto creation of invoices upon work completion.
oThe system must track the price of resources based on holidays and after-hours scenarios at a rate of one and a half times the normal billing rate.
oTravel time is billable for all field service technicians, pay type Travel, which should be noted on all Service Accounts.
2. Resources
oContractor technicians require access to work order and customer details once assigned to a booking.
oDispatchers need a schedule board for their region(s).
3. Products and Services
oAll parts that are removed from a customer s equipment must be returned to the Main warehouse.
oProducts to be marked as Assets will be configured accordingly.
oAll products that will become Assets require installation by a technician.
oAll products are received into the Main warehouse.
4. Work Orders
oThe ability to have templates for work orders: The templates will provide guidance for technicians along with recommended products and default services.
oOnce a work order is posted it should no longer show on views.
oContoso will use the ‘out of the box' work order statuses to begin, though they may be changed in later phases of the project
5. Scheduling
oOnce a work order is scheduled, do not change the time.
oWork Orders scheduled to technician(s) who do not have the desired skill set and level should show a warning.
6. Security and access
oSafeguards must be in place for the data on the Field Service Mobile App if a technician loses his mobile phone or tablet device.
oThe Field Service Administrator needs the ability to update the defaults for the schedule assistant.
o7. Accounts
oAny Service Accounts that do not have a Billing Account noted should show a warning.
oAny Billing Accounts that do not have a Price List noted should show a warning.
o

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Overview. Company structure
Litware, Inc. is a multi-national home improvement retail company with stores around the world. Litware, Inc. also offers various installation and repair services using a combination of employees and subcontractors.

Litware, Inc. has stores located throughout the United States and Canada. The company has three main types of stores:

1. DIY Stores are retail and contractor stores with supply items for DIY projects.
-Offer electrical, lightning and other home improvement items.
-Only offer delivery and installation services for major appliances.

2. Pro Stores offer design ideas for major home renovations.
-Staffed with design experts for every major category, expert installation services, service technicians, and site coordinators.

3. Home Improvement Stores offer the convenience of purchasing items available in the DIY stores, but also include the expert design, installation and repair services offered in the Pro Stores.

Overview. Staff
Each type of store has a different combination of designers, service technicians and installers.

DIY Stores
• Installers
- Work 8am-6pm Monday to Friday.
- Saturdays and Sundays are generally off days.
• Delivery
- Pick up at the local warehouse for each store.
- Delivery personnel have a rotating work schedule. Monday to Friday every other week. Wednesday to Sunday every other week.

Pro Stores
• Designers
- Work various hours and days of the week.
- Assigned to a department based on skills and expertise.
• Installers
- Work 8am-6pm Monday to Friday.
- Assigned to a geographic region.
• Repair Technicians
- Normal work hours 8am-6pm Monday to Friday.
- Nights and weekends for emergencies only, based on availability.
- These are all subcontractors.

Home Improvement Stores
• Designers
- Assigned to a department based on skills and expertise.
• Delivery
- Pick up at the local warehouse for each store.
- Delivery personnel have a rotating work schedule. Monday to Friday every other week. Wednesday to Sunday every other week.
• Installers
- Work 8am-6pm Monday to Friday.
- Assigned to multiple stores in a geographic region.
• Repair Technicians
- Normal work hours 8am-6pm Monday to Friday.
- Nights and weekends for emergencies only, based on availability.
- These are all subcontractors.
• Dispatchers
- Assigned to all territories in the region.
- Assign repair and installation work to technicians based on skill.

All internal delivery, repair and installation employees will utilize the Field Service mobile app. Litware, Inc. employees will have full-service licenses, while subcontractors will not.

Overview. Regions
Dispatchers can see all work request data for their region, including resources.

The United States regions are:


Canadian regions are broken down by province where Litware, Inc. either has stores or provides services:


Existing Environment. Data management structure
Litware, Inc, store employees can see data within their region. This is to provide better support of customers and stores within the regions.

The current data access structure appears as follows:



Existing Environment. Field Service difficulties

Typical job assignment is as follows:
-Appliance Delivery & Hookup: 2 resources - subcontracted out
-Landscaping: minimum 2 resources. 1 expert
-Carpeting: 2-3 resources
-Tile Flooring: 2 resources
-Kitchen Cabinets: 3 resources
-Hardwood Flooring: 2 resources
-Repairs: 1-2 resources

A spreadsheet tracks the skills and certifications earned by each internal employee. They are:

The Skill Proficiency Model used at Litware, Inc. is as follows:
1- Novice
2 - Inexperienced
3 - Moderate Experience
4 - Experienced
5 - Expert/Certified

For each type of job, there must be at least one certified or highly experienced resource on the job. Their current system does not have a way to share technical documents and instructions with the technicians and have them review it while onsite.

All work is printed out and the provided to the resources. Contractors are currently emailed the job details to which they need to confirm availability. Contractors sometimes decline work. In some of these cases, the Litware, Inc. dispatch team does not react quickly to this information and the customer’s work or delivery is delayed.

Existing Environment. Customer base
Currently all customers and their data are held in Dynamics 365 Finance and Operations (D365 F&O).
-Most store employees do not have access to this data as it is currently being implemented for backend features, such as inventory and invoicing.
-Designers and those scheduling can pull up a customer and their pending orders and installations, but they cannot see the payment details and terms.

85% of Litware’s customers are households.
15% are construction-based companies that either purchase or hire Litware, Inc. for specific jobs.
-Most of these companies receive a 5-10% discount on supplies and 10% discount on labor.
-Some are Non-Profit Organizations (NPOs) and they receive a flat 15% discount.

Requirements. Planned changes
Litware, Inc. plans to implement Dynamics 365 Field Service. The requirements gathered during analysis are:

Work Orders and Scheduling
-Scheduling based on resource skill, and number of required resources based on job type and duration.
-Preventative Maintenance emergency calls take priority over other types of jobs.
-Schedule resources based on location, maximizing total work hours and then minimizing drive time.
-All HVAC down jobs require a resource to be onsite at the customer location within 2 hours, per contract terms.
-Some high-end HVAC systems can tell the company when the system is experiencing issues. Alert dispatchers when this occurs if this feature is enabled and purchased.
-Set contractually obligated times for HVAC down jobs.
-Set reminders or see critical details to act on for a job.
-Ability to quickly book a job.
-Easily see when a resource is on Paid Time Off on the schedule board.

Service Contracts
-Set up and create a Preventative Maintenance (PM) type of contracts.
-PM contracts are only for HVAC systems. Semi-annual maintenance jobs should be created 30-days before they are to be scheduled.
-Preventative Maintenance
-Semi-annual inspections
-Discount on any required parts and additional labor.
-Include 24-hour emergency service calls at no-charge.

Extended Warranties
-Ability to setup and create an Extended Warranty type of contracts.
-Start when Manufacturer warranty ends.
-Can be purchased for 1, 2 or 3 years and include all parts and labor.

Products and Services
-Integration between D365 F&O and D365 Field Service.
-Implement a parts return process for any unused or defective part during an installation job.
-Multiple price lists will be used, based on region and customer type (retail, NPO, construction).

Resources
-Implement company holidays for US and Canada.
-Implement various pay types based on OT, Weekends/Holidays, Travel and Regular Time.
-Implement Paid Time Off.

Optimize resource schedules
-Access to jobs assigned for the day.
-Specialty equipment scheduled on work orders as needed.

System
-Geocoding will be activated throughout the system.
-Territories will be used for Accounts, Resources and Work Orders.
-Enable SharePoint integration.

Requirements. Technical requirements

Invoicing
-Send Work Order details to D365 F&O when a job is completed, and after internal reviews are performed.
-The system must track the price of resources based on holidays and after-hours scenarios at a rate of one and a half times the normal billing rate.
-Travel time is non-billable. Travel time should be captured as normal billing rate.
-A Delivery Fee of $75 is charged for each order.
-Subcontractor travel time is non-billable but is paid to the subcontractor company by Litware, Inc.

Resources
-Contractor technicians require access to work order and customer details once assigned to a booking. They do not have a license.
-Dispatchers need a schedule board for their region(s).
-Resources have access to view their skills, skill level and certification data.
-Certifications set to expire over the next 120 days should show highlighted in Yellow.
-Certifications already expired will show in Red.
-Resources will be notified when they enter or leave a job, or are assigned a job for the day.
-Resource booking automatically updated when they enter job site.
-High priority jobs will send an alert to the resources’ phone and send them a text message.
-Resources assigned to a job where their skill level = 1 will be assigned to an experienced resource for 3 months.
-Resources on the job can use their smartphone to call and obtain assistance.
-Resources can access documents either online or offline.

Products and Services
-All parts removed from a customer’s equipment must be returned to the Main warehouse.
-All parts not used or deemed defective during an installation must be returned to the originating warehouse.
-All appliances and parts will become part of the customer record.
-All products are received into the Main warehouse and then distributed to van stock for delivery or installation.
-All assets that have an expired manufacturer warranty should show a notification.

Work Orders
-The ability to have templates for work orders. Templates will provide guidance for technicians, and recommend products and default services.
-Work Orders created from a PM contract need to have a status = Service Contract.
-Work Orders created from an Extended Warranty contract need to have a status = Extended Warranty
-All HVAC down work orders must be set to high priority.
-All emergency, and contractual Work Orders must be created, reviewed and dispatched within 1 hour. A technician must be onsite within 2 hours.
-All Work Orders created from a PM are non-billable.
-All Extended Warranty jobs must include a flat service fee of $75.

Scheduling
-High Priority work orders for HVAC down cannot be moved once scheduled.
-Work Orders scheduled to technician(s) who do not have the desired skill set and level should show a warning.
-If scheduled, it will send an approval record to the manager to approve the assignment. Approved are booked. Rejected are canceled and the dispatcher notified.
-Dispatchers will assign multi-day work orders, such as kitchen cabinets, bathrooms, landscaping, to the same group of resources for the duration of the work.
-All work orders for an existing asset, where the asset does not have an active manufacturer’s warranty, or a valid extended warranty should show an alert upon scheduling.
-Resources should be optimized for high priority items, maximize their work hours and then minimize travel time.

Security and access
-Safeguards must be in place for the data on the Field Service Mobile app if a technician loses his mobile device.
-Technicians in the field should only see work orders scheduled for today.
-Field Service administrators need the ability to update the defaults for the schedule assistant.

Accounts
-NPO customers should be assigned the NPO pricing.
-NPO customers are tax exempt. They are the only customers that do not get charged tax on products or services.
-Construction-Based customers should be assigned the Construction-based pricing.
-

This Exam Topic does not have a case study.

Testslet 1

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Overview. Company structure
Litware, Inc. is a multi-national home improvement retail company with stores around the world. Litware, Inc. also offers various installation and repair services using a combination of employees and subcontractors.

Litware, Inc. has stores located throughout the United States and Canada. The company has three main types of stores:

1. DIY Stores are retail and contractor stores with supply items for DIY projects.
-Offer electrical, lightning and other home improvement items.
-Only offer delivery and installation services for major appliances.

2. Pro Stores offer design ideas for major home renovations.
-Staffed with design experts for every major category, expert installation services, service technicians, and site coordinators.

3. Home Improvement Stores offer the convenience of purchasing items available in the DIY stores, but also include the expert design, installation and repair services offered in the Pro Stores.

Overview. Staff
Each type of store has a different combination of designers, service technicians and installers.

DIY Stores
• Installers
- Work 8am-6pm Monday to Friday.
- Saturdays and Sundays are generally off days.
• Delivery
- Pick up at the local warehouse for each store.
- Delivery personnel have a rotating work schedule. Monday to Friday every other week. Wednesday to Sunday every other week.

Pro Stores
• Designers
- Work various hours and days of the week.
- Assigned to a department based on skills and expertise.
• Installers
- Work 8am-6pm Monday to Friday.
- Assigned to a geographic region.
• Repair Technicians
- Normal work hours 8am-6pm Monday to Friday.
- Nights and weekends for emergencies only, based on availability.
- These are all subcontractors.

Home Improvement Stores
• Designers
- Assigned to a department based on skills and expertise.
• Delivery
- Pick up at the local warehouse for each store.
- Delivery personnel have a rotating work schedule. Monday to Friday every other week. Wednesday to Sunday every other week.
• Installers
- Work 8am-6pm Monday to Friday.
- Assigned to multiple stores in a geographic region.
• Repair Technicians
- Normal work hours 8am-6pm Monday to Friday.
- Nights and weekends for emergencies only, based on availability.
- These are all subcontractors.
• Dispatchers
- Assigned to all territories in the region.
- Assign repair and installation work to technicians based on skill.

All internal delivery, repair and installation employees will utilize the Field Service mobile app. Litware, Inc. employees will have full-service licenses, while subcontractors will not.

Overview. Regions
Dispatchers can see all work request data for their region, including resources.

The United States regions are:


Canadian regions are broken down by province where Litware, Inc. either has stores or provides services:


Existing Environment. Data management structure
Litware, Inc, store employees can see data within their region. This is to provide better support of customers and stores within the regions.

The current data access structure appears as follows:



Existing Environment. Field Service difficulties

Typical job assignment is as follows:
-Appliance Delivery & Hookup: 2 resources - subcontracted out
-Landscaping: minimum 2 resources. 1 expert
-Carpeting: 2-3 resources
-Tile Flooring: 2 resources
-Kitchen Cabinets: 3 resources
-Hardwood Flooring: 2 resources
-Repairs: 1-2 resources

A spreadsheet tracks the skills and certifications earned by each internal employee. They are:

The Skill Proficiency Model used at Litware, Inc. is as follows:
1- Novice
2 - Inexperienced
3 - Moderate Experience
4 - Experienced
5 - Expert/Certified

For each type of job, there must be at least one certified or highly experienced resource on the job. Their current system does not have a way to share technical documents and instructions with the technicians and have them review it while onsite.

All work is printed out and the provided to the resources. Contractors are currently emailed the job details to which they need to confirm availability. Contractors sometimes decline work. In some of these cases, the Litware, Inc. dispatch team does not react quickly to this information and the customer’s work or delivery is delayed.

Existing Environment. Customer base
Currently all customers and their data are held in Dynamics 365 Finance and Operations (D365 F&O).
-Most store employees do not have access to this data as it is currently being implemented for backend features, such as inventory and invoicing.
-Designers and those scheduling can pull up a customer and their pending orders and installations, but they cannot see the payment details and terms.

85% of Litware’s customers are households.
15% are construction-based companies that either purchase or hire Litware, Inc. for specific jobs.
-Most of these companies receive a 5-10% discount on supplies and 10% discount on labor.
-Some are Non-Profit Organizations (NPOs) and they receive a flat 15% discount.

Requirements. Planned changes
Litware, Inc. plans to implement Dynamics 365 Field Service. The requirements gathered during analysis are:

Work Orders and Scheduling
-Scheduling based on resource skill, and number of required resources based on job type and duration.
-Preventative Maintenance emergency calls take priority over other types of jobs.
-Schedule resources based on location, maximizing total work hours and then minimizing drive time.
-All HVAC down jobs require a resource to be onsite at the customer location within 2 hours, per contract terms.
-Some high-end HVAC systems can tell the company when the system is experiencing issues. Alert dispatchers when this occurs if this feature is enabled and purchased.
-Set contractually obligated times for HVAC down jobs.
-Set reminders or see critical details to act on for a job.
-Ability to quickly book a job.
-Easily see when a resource is on Paid Time Off on the schedule board.

Service Contracts
-Set up and create a Preventative Maintenance (PM) type of contracts.
-PM contracts are only for HVAC systems. Semi-annual maintenance jobs should be created 30-days before they are to be scheduled.
-Preventative Maintenance
-Semi-annual inspections
-Discount on any required parts and additional labor.
-Include 24-hour emergency service calls at no-charge.

Extended Warranties
-Ability to setup and create an Extended Warranty type of contracts.
-Start when Manufacturer warranty ends.
-Can be purchased for 1, 2 or 3 years and include all parts and labor.

Products and Services
-Integration between D365 F&O and D365 Field Service.
-Implement a parts return process for any unused or defective part during an installation job.
-Multiple price lists will be used, based on region and customer type (retail, NPO, construction).

Resources
-Implement company holidays for US and Canada.
-Implement various pay types based on OT, Weekends/Holidays, Travel and Regular Time.
-Implement Paid Time Off.

Optimize resource schedules
-Access to jobs assigned for the day.
-Specialty equipment scheduled on work orders as needed.

System
-Geocoding will be activated throughout the system.
-Territories will be used for Accounts, Resources and Work Orders.
-Enable SharePoint integration.

Requirements. Technical requirements

Invoicing
-Send Work Order details to D365 F&O when a job is completed, and after internal reviews are performed.
-The system must track the price of resources based on holidays and after-hours scenarios at a rate of one and a half times the normal billing rate.
-Travel time is non-billable. Travel time should be captured as normal billing rate.
-A Delivery Fee of $75 is charged for each order.
-Subcontractor travel time is non-billable but is paid to the subcontractor company by Litware, Inc.

Resources
-Contractor technicians require access to work order and customer details once assigned to a booking. They do not have a license.
-Dispatchers need a schedule board for their region(s).
-Resources have access to view their skills, skill level and certification data.
-Certifications set to expire over the next 120 days should show highlighted in Yellow.
-Certifications already expired will show in Red.
-Resources will be notified when they enter or leave a job, or are assigned a job for the day.
-Resource booking automatically updated when they enter job site.
-High priority jobs will send an alert to the resources’ phone and send them a text message.
-Resources assigned to a job where their skill level = 1 will be assigned to an experienced resource for 3 months.
-Resources on the job can use their smartphone to call and obtain assistance.
-Resources can access documents either online or offline.

Products and Services
-All parts removed from a customer’s equipment must be returned to the Main warehouse.
-All parts not used or deemed defective during an installation must be returned to the originating warehouse.
-All appliances and parts will become part of the customer record.
-All products are received into the Main warehouse and then distributed to van stock for delivery or installation.
-All assets that have an expired manufacturer warranty should show a notification.

Work Orders
-The ability to have templates for work orders. Templates will provide guidance for technicians, and recommend products and default services.
-Work Orders created from a PM contract need to have a status = Service Contract.
-Work Orders created from an Extended Warranty contract need to have a status = Extended Warranty
-All HVAC down work orders must be set to high priority.
-All emergency, and contractual Work Orders must be created, reviewed and dispatched within 1 hour. A technician must be onsite within 2 hours.
-All Work Orders created from a PM are non-billable.
-All Extended Warranty jobs must include a flat service fee of $75.

Scheduling
-High Priority work orders for HVAC down cannot be moved once scheduled.
-Work Orders scheduled to technician(s) who do not have the desired skill set and level should show a warning.
-If scheduled, it will send an approval record to the manager to approve the assignment. Approved are booked. Rejected are canceled and the dispatcher notified.
-Dispatchers will assign multi-day work orders, such as kitchen cabinets, bathrooms, landscaping, to the same group of resources for the duration of the work.
-All work orders for an existing asset, where the asset does not have an active manufacturer’s warranty, or a valid extended warranty should show an alert upon scheduling.
-Resources should be optimized for high priority items, maximize their work hours and then minimize travel time.

Security and access
-Safeguards must be in place for the data on the Field Service Mobile app if a technician loses his mobile device.
-Technicians in the field should only see work orders scheduled for today.
-Field Service administrators need the ability to update the defaults for the schedule assistant.

Accounts
-NPO customers should be assigned the NPO pricing.
-NPO customers are tax exempt. They are the only customers that do not get charged tax on products or services.
-Construction-Based customers should be assigned the Construction-based pricing.
-

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Company Overview

Company Overview. Company Structure
Contoso Compressor Ltd. is a large global manufacturer with 12,000 employees. Contoso Compressor produces, installs, and services large B2B and small B2C gas and air compressors.

They have manufacturing plants and service centers in:

North America (Canada, US, Mexico) Territories
-US – 600 Service Technicians, 60 Call Center Agents, 30 Dispatchers
-Canada – 300 Service Technicians, 30 Call Center Agents, 15 Dispatchers
-Mexico – 200 Service Technicians, 20 Call Center Agents, 10 Dispatchers

Europe Territories
-Germany – 200 Service Technicians, 20 Call Center Agents, 10 Dispatchers
-France – 150 Service Technicians, 15 Call Center Agents, 7 Dispatchers
-Italy – 100 Service Technicians, 10 Call Center Agents, 5 Dispatchers

South America Territories
-Brazil – 200 Service Technicians, 20 Call Center Agents, 10 Dispatchers
-Argentina – 100 Service Technicians, 10 Call Center Agents, 5 Dispatchers

India Territories
-Mumbai – 100 Service Technicians, 10 Call Center Agents, 5 Dispatchers
-Chennai – 150 Service Technicians, 15 Call Center Agents, 7 Dispatchers Contoso

Contoso Compressor sales channels include direct and via distributors.
Contoso Compressor service and installation channels include direct and via service partners.

Company Overview. Existing Systems

Existing systems:
-SAP for ERP
-Siebel for Sales and Customer Service
-Home grown for Field Service and Installations

Dynamics 365 has been selected for Sales, Customer Service, and Field Service.
Azure IoT and Azure Machine Learning have been selected for Connected Field Service.

Sales and Service Overview

Sales and Service Overview. B2B Sales and Service Overview

Sales
-70% of total Sales & Service Revenue
-20% new sales revenue is through distributors

Installations
-Variety of large compressors
-Scheduled with Dispatch when equipment has been shipped
-Take a crew of 2-3 technicians

Service
-95% of service calls handled by Contoso Call Center
-All calls come to a regional service center
-Break Fix
-Planned/Preventive Maintenance
-Both Break Fix and Planned/Preventive Maintenance Work Orders require 1 technician
-Planned/Preventive Maintenance
oRequires a detailed Inspection prior to restart of equipment

Sales and Service Overview. B2C Sales and Service Overview

Sales
-30% of total Sales & Service Revenue
-100% of new Sales revenue from distributors

No Installation

Service
-95% of all service issues handled by partners/distributors
-Service calls to Contoso Call Center are routed to a partner/distributor for service
-Only 1% of all Service Revenue

Sales and Service Overview. Business Goals

Contoso Compressor desires to double both their Sales and Service Revenue over the next 5 years.

To achieve this, they have developed the following goals as part of implementing a new CRM Sales, Service, and Field Service application:
1. New Acquisitions
2. Partner/Distribution network expansion for B2B and B2C
3. New B2B Service Offerings
4. Increase Customer Satisfaction/NPS

Current Challenges

Current Challenges. Call Center
-Siloed systems
-Disconnected from other regions
-Poor Return tracking
-Poor partner visibility

Current Challenges. Work Order Management
-No visibility to truck stock
-No task breakdown on Work Orders
-Poor reconciliation to partners/distributors

Current Challenges. Resource Management

-No crew capability for installs
-No visibility across regions

Current Challenges. Contract/Agreement Management

-Service is often given away due to poor entitlement tracking
-No tickler system for renewals

Current Challenges. Asset Management

-No sub-asset tracking
-No work Order history
-No visibility to detailed location tracking
-No ability to connect to IoT

Current Challenges. Mobile Technician Capability

-No offline mode
-Inspections are done manually
-No quoting, signature, or job summary/print capability

Current Challenges. Scheduling

-Lack of status updates from technicians
-Manual crew scheduling for installs
-No ability to estimate travel time
-No filter capability to search for the best technician

Desired Functionality

Desired Functionality. Call Center

-Customer 360 capability with Knowledge Base
-Visibility to Partner/Distributor information
-Portal capability for customer visibility to Knowledge, equipment owned, open work orders and cases

Desired Functionality. Work Order management

-Defined Work Order Tasks
-Inventory tracking
-Digital Inspections with Branch Logic and Reporting
-Integration to ERP for proper pricing and invoicing

Desired Functionality. Inspections

-Conditional logic for Gas Compressor pressure reading failure
oBy looking at the reading, a technician can see if it's in the red, indicating failure. If fail, must shut down, clean or replace pressure valve
-Impromptu Inspections – the ability to create inspections at a customer site on assets without a work order while working on another work order at the customer site.
-Inspection results are critical to review with the customer after the inspection is performed

Desired Functionality. Resource Management

-Flexible Work Hours
-Crews, equipment tracking as resources for scheduling
-Skills with proficiency levels
-Drip Scheduling for planned maintenance jobs

Desired Functionality. Asset Management

-Track Asset sub-components
-Connected Service for new equipment
-Azure Machine Learning to offer a new chargeable service for machine uptime
-Capture defined asset readings to feed the Azure Machine Learning model
-Many internal assets are used on jobs. We need to be able to schedule those assets with a technician on a job.
oWe also perform our own maintenance on internal assets
oThese would not be needed for RS

Desired Functionality. Contract/Agreement Management

-Generate Planned Maintenance jobs 3 months in advance for capacity planning
-Tickler system to notify customers of expirations
-Track covered equipment and related entitlements

Desired Functionality. Mobile Technician Capability

-Offline
-Digitized Inspections
-Geo-fencing for no-touch arrival and departure
-"Uber-like" functionality, notifying customers when a technician will be arriving
-Remote Assist functionality to quickly get junior technicians in the field and increasing first time fix rate

Desired Functionality. Scheduling

-Schedule Boards visible to each region
-Assign resources based on skills and proficiency
-Visibility to access resources from other regions
-Drip Scheduling for inspection jobs
-Scheduling optimization for small jobs
Automated crew assignment for installation jobs

Desired Functionality. Returns Management

-RMA's
oTied to Customer Service
oTrack open Returns to reduce part/asset leakage & charge for not returned items
oThe biggest issue we face today is that we can't track an item that a customer has returned

-RTV
oAbility to send in-warranty parts back to vendor for credit or exchange

Desired Functionality. IoT

-IoT devices will be place on all new and existing equipment.
-Devices will measure compressor temperature and motor pressure of the equipment.
-Azure Machine Learning is desired to predict failure based on trends of compressor temperature and pressure readings.
-Currently, there is no way to capture backflow pressure because it can only be measured during the onsite inspection by a technician.
-Contoso Compressor would like to capture that value and feed it back to the machine-learning algorithm to better measure performance and predict failure.
-

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Company background

Company background. General overview
Contoso Ltd. is a leading provider of technology services, with clients all around the world.

Contoso Ltd. has over 1,000 offices globally and over 10,000 employees servicing those buildings, from janitorial service people, repair technicians and new project (office setup, painting, furniture) setup resources. Each day, they dispatch these resources to work on and/or repair items in the cluster of buildings within their geographical area.

The major offices are located in North America, Asia Pacific, Europe, and Latin America.


Company background. Concerns

Contoso Ltd. has several key challenges and issues in managing their day-to-day operations and facilities.

Many of their facilities have issues spanning five-to-ten days, before the proper personnel begins to work on the request. In some cases, issues within their facilities cause significant issues for the employees in the building or cause disruptions to customers. For example: An air conditioning issue causes servers to reach a critical temperature. It forces servers to shut down, and Contoso Ltd. must employ their emergency disruption plans.

Additional concerns:
1. Many different and siloed systems to manage requests, and track history and progress.
2. No concise and definitive processes to log, manage and complete requests throughout the organization.
3. No tools and technology to make technicians more effective.
4. Lack of ease for internal customers to log a request for work, provide updates and track progress.
5. The inability to monitor equipment performance and check for anomalies, and then interpret and act upon the data.
6. Lack of insight of historical details for the technicians and building management.
7. Field technicians experience issues trying to work in areas that do not have internet connectivity. Most of the requests are details within an email. As a result, they always carry paper copies of all the requests.
8. The current system lacks the ability to capture real-time data for system critical components, such as air conditioning and heating units, and energy consumption details.
9. Technicians in the field do not have standard devices. Some have iPhones and Android devices, while some use Windows-based laptops, such as the Surface Pro 7.

Field Service background and pain points

Field Service background and pain points. Scheduling and work orders challenges
During several discovery sessions, key users (subject matter experts) mentioned the following areas of operation pain points.

Scheduling and work orders
-Outlook and Excel is used to schedule technicians.
-Technicians receive email appointments with the applicable details, and self-schedule work based on their availability.
-Technicians and contractors work primarily in email, and print out the work order details from the email. This has turned into a large amount of paper work orders with cryptic email notes.
-There is zero reporting or insight, and in-house technicians cannot monitor critical equipment to ensure it is working as expected.
-Since the equipment is not monitored, often the breakdown of equipment is what leads to recognition of a potential issue and the scheduling of a work request.

The implementation team recognized, during the initial implementation, that technicians need access to several custom entities. Without that visibility, the technicians will not be able to complete their work.

Field Service background and pain points. Visibility challenges
Technicians and dispatchers have either limited or zero visibility to:
-Install-base history.
-Real-time readings of equipment.
-Customer Information including detailed request information.
-Customer updates.
-Correct equipment they should be working on. Cannot search or see serial number or barcode of equipment.

There is also no ability to work offline with the data.

Field Service background and pain points. Challenges associated with the team

IT staff:
-Are inexperienced when it comes to implementing and managing software implementations, and the ongoing maintenance. They quickly find themselves experiencing issues implementing changes required by the users.
-Struggle with the concept of connected field service. They do not understand the different options, benefits, or the security model.
-Need a solution that can store device data for longer time periods to perform data analysis to better predict device failures.

Technicians:
-Have issues gaining access to the mobile app and receive error messages when trying to connect.
-Cannot access the data offline.

Managers:
-Need mobile access.
-Need access to historical data.
-Need access to a broader and larger amount of data than the technicians.

Field Service background and pain points. Asset management data challenges

As a large global company, Contoso Ltd.'s lack of consolidated systems, and systems that track and maintain asset history, has become a significant issue for technicians.

In addition, technicians are constantly being forced to leave in-progress low priority jobs to handle emergency issues. If Contoso Ltd. had the ability to determine when a system would experience a failure, and alert them ahead of time, many of the emergency issues could have been avoided. This capability needs to be in the new system.

Desired solution and requirements

Desired solution and requirements. Overall Field Service requirements
-During requirement gathering workshops, the following high-level Field Service requirements were captured:
-Standardize systems onto a single platform.
-Provide an effective tool for employees and third-party contractors to digitally manage work.
-Streamline the service request process; automating processes where possible.
-Implement Dynamics 365 Field Service Mobile app, along with Connected Field Service capabilities.
oConnected Field Service solution needs to allow for development capabilities, such as sending remote commands.
-Implement scheduling to ensure successful adoption.
-Provide insight and analytics to key personnel.
-Receive automated prescriptive guidance.

Further, there is a need to secure data and access for technicians and management to see only the data they need to see.


Desired solution and requirements. Install-base requirements

1. Access to all service history and historical readings.
2. Access to warranty and service contract details.
3. Proactive monitoring of the install base health, including alerts to the internal call center team.
4. Details of the customer asset, including BOM (bill of material) and various key properties that are maintained over time.

Desired solution and requirements. Connected Field Service requirements

1. Configure and setup Connected Field Service.
2. Implement a solution that will capture large amounts of data to accurately predict failures.
3. The solution should allow for additional developer capabilities.
4. Allow Field Administrators and administrators access to Connected Field Service data.
5. Anomaly detection and auto work order creation.

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Overview. General overview
Contoso is a large international manufacturing company that has offices around the world with service and scheduling departments in each office. In addition, Contoso has sales reps throughout the world.

Contoso has main offices in North America, Europe and Asia, with global headquarters based in Redmond, Washington, USA. Each of the regional offices has their own sales and service teams. The regional HQ locations also include sales and services leaders and executive management. Global HQ houses company executives for various departments, including sales and service.

Office hours are from 8:00 am to 6:00 pm, every day of the week except holidays, which have no work hours. This applies to all offices, using their local time zone.

Third-party contractors handle work outside of normal work hours at a higher rate.

Overview. Field Service staff
Contoso's service technicians around the world will be a combination of internal employees and third-party contractors.
-Pay type is Straight for regular work hours, and Overtime for work on holidays and after hours.
-All technicians have the capacity of handling just one job at a time, while supervisors can handle 2 jobs at a time.

Contoso’s internal field service employees:
-Begin and end their workday at their home of record.
-Have a default office location / regional office.
-Are assigned to multiple territories.

All third-party contractors:
-Begin and end their workdays at their office location.
-Have a default office location / regional office.
-Are assigned to only one territory.

Dispatchers:
-Work at the Main office for their region.
-Assigned to all territories in the region.
-Have privileges to customize their Schedule Boards.

All field service technicians will utilize the Field Service mobile app.
-Contoso employees will have full field service licenses, while third-party contractors will not.
-Field Service technicians will not have access to Leads, Opportunities or other sales-specific data.
-Dispatchers can see all data for their region, though they will mostly be scheduling for only one territory.

Contoso has several classes to distinguish the capability and training level of its field technicians. All work order bookings need to respect these classes and book resources accordingly.

Existing environment. Org structure setup

Contoso currently uses Dynamics 365 Customer Engagement for leads, opportunities, quotes and orders. There are currently 200 sales users in North America, 500 in Europe and 400 in the Asia-Pacific region.

The Contoso physical environment is structured in the following manner, with the roles noted.


Existing environment. Data management structure

Contoso's sales teams currently can only see data within their region. HQ locations for each region have visibility to data for all locations in their regions only. All of the data rolls-up to Contoso Global HQ for executive management reporting. Sales Reps who work with global accounts struggle to obtain the data they need to support their clients.

The current data access structure appears as follows:


Existing environment. Field Service structure

Contoso's field service technicians respond to all installation work orders with two human resources:
-One licensed technician (Level 3), and...
-One apprentice technician. Apprentices can be either Level 1 (new trainee) or Level 2 (halfway through training).

In many cases installation work also requires the use of specialty tools, depending on what is being installed. The current system does not have any way to track the level of skill for each resource, nor the uses for the specialty tools. This is handled as "tribal knowledge."

Preventative maintenance work orders can be handled by one resource if they are a Level 2. If the resource is a Level 1, they must be accompanied by a Level 3 resource, and vice versa.

All field service technicians are required to complete OSHA training annually. In their first year of apprenticeship they must complete the full 40-hour course. In the next 2 years they must complete the 8-hour refresher course. This cycle repeats every 3 years for the duration of their employment.

In the current system, when a technician has finished with a work order, they turn in the paper copy with their notes to the dispatcher. The dispatcher then gives that information to a back-office employee, who will check the work order to ensure accuracy before creating an invoice. Contoso wishes to automate this exact process in the new system.

Existing environment. Customer base
About half of Contoso's customer base includes Not For Profit service organizations. The implications for billing are complex, so it's important that Tax Exempt Status be noted for all Accounts and flow through to all Work Orders. NFP Customers who are associated with government entities will pay for travel time: other customers will not. This information should flow from the Billing Account to all associated Service Accounts.

Most Contoso customers sign agreements for Preventative Maintenance. Contoso uses templates and incidents to ensure services standards are the same across all regions. Preventative Maintenance agreements include monthly inspection and quarterly cleaning and inspection, with billing occurring quarterly.

Requirements. Remaining consistent
Contoso plans to keep the current data structure and extend it to the new Field Service functionality.

Field Service users will fall under the same organizational structure currently implemented for the sales staff.
-Field service technicians will only be able to see their assigned work orders and bookings.
-Dispatchers will be able to see all work orders and bookings for the region.

Requirements. Planned changes
Contoso plans to implement Dynamics 365 Field Service with mobile access. They will be using incidents, work orders, bookings and invoicing. The following requirements were gathered during analysis:

1. Work Orders and Scheduling.
oAutomated and suggestion-based scheduling.
oScheduling based on required technician skills and number of technicians needed.
oSchedule resources based on location, minimizing travel time when possible.
oTechnicians must be onsite within 3 hours of an emergency Work Order being assigned to them.
oThe travel time should automatically update upon changing a booking.
2. Agreements
oSetup and create work orders, bookings and invoices for preventative maintenance with work orders automatically created 14 days before PM is due.
oEscalation of Work Orders based upon agreed customer commitment
oAbility to designate clients as Preferred, with special pricing.
3. Products and Services
oWarehousing and inventory management processes will be implemented, including tracking products moved onto trucks for installation at customer sites.
oImplement a parts return process that includes having a technician uninstall the part to be returned.
oMultiple price lists will be used, divided into Gold, Silver and Bronze levels, based on the spending level of each customer.
oInternal teams need the capability to associate a 3D image to a Customer Asset record.
oProducts added to a work order should be set to Allocated.
4. Resources
oImplement Company Holidays for North American regions,
oImplement Paid Time Off for all regions,
oSpecialty equipment will be scheduled on work orders as needed,
oTraining and skill levels will be noted as appropriate for resources.
o5. System
oGeocoding will be activated throughout the system.

Requirements. Technical requirements
Contoso identified the following technical requirements:

1. Invoicing
oAuto creation of invoices upon work completion.
oThe system must track the price of resources based on holidays and after-hours scenarios at a rate of one and a half times the normal billing rate.
oTravel time is billable for all field service technicians, pay type Travel, which should be noted on all Service Accounts.
2. Resources
oContractor technicians require access to work order and customer details once assigned to a booking.
oDispatchers need a schedule board for their region(s).
3. Products and Services
oAll parts that are removed from a customer s equipment must be returned to the Main warehouse.
oProducts to be marked as Assets will be configured accordingly.
oAll products that will become Assets require installation by a technician.
oAll products are received into the Main warehouse.
4. Work Orders
oThe ability to have templates for work orders: The templates will provide guidance for technicians along with recommended products and default services.
oOnce a work order is posted it should no longer show on views.
oContoso will use the ‘out of the box' work order statuses to begin, though they may be changed in later phases of the project
5. Scheduling
oOnce a work order is scheduled, do not change the time.
oWork Orders scheduled to technician(s) who do not have the desired skill set and level should show a warning.
6. Security and access
oSafeguards must be in place for the data on the Field Service Mobile App if a technician loses his mobile phone or tablet device.
oThe Field Service Administrator needs the ability to update the defaults for the schedule assistant.
o7. Accounts
oAny Service Accounts that do not have a Billing Account noted should show a warning.
oAny Billing Accounts that do not have a Price List noted should show a warning.
o

This Exam Topic does not have a case study.

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Company background

Company background. General overview
Contoso Ltd. is a leading provider of technology services, with clients all around the world.

Contoso Ltd. has over 1,000 offices globally and over 10,000 employees servicing those buildings, from janitorial service people, repair technicians and new project (office setup, painting, furniture) setup resources. Each day, they dispatch these resources to work on and/or repair items in the cluster of buildings within their geographical area.

The major offices are located in North America, Asia Pacific, Europe, and Latin America.


Company background. Concerns

Contoso Ltd. has several key challenges and issues in managing their day-to-day operations and facilities.

Many of their facilities have issues spanning five-to-ten days, before the proper personnel begins to work on the request. In some cases, issues within their facilities cause significant issues for the employees in the building or cause disruptions to customers. For example: An air conditioning issue causes servers to reach a critical temperature. It forces servers to shut down, and Contoso Ltd. must employ their emergency disruption plans.

Additional concerns:
1. Many different and siloed systems to manage requests, and track history and progress.
2. No concise and definitive processes to log, manage and complete requests throughout the organization.
3. No tools and technology to make technicians more effective.
4. Lack of ease for internal customers to log a request for work, provide updates and track progress.
5. The inability to monitor equipment performance and check for anomalies, and then interpret and act upon the data.
6. Lack of insight of historical details for the technicians and building management.
7. Field technicians experience issues trying to work in areas that do not have internet connectivity. Most of the requests are details within an email. As a result, they always carry paper copies of all the requests.
8. The current system lacks the ability to capture real-time data for system critical components, such as air conditioning and heating units, and energy consumption details.
9. Technicians in the field do not have standard devices. Some have iPhones and Android devices, while some use Windows-based laptops, such as the Surface Pro 7.

Field Service background and pain points

Field Service background and pain points. Scheduling and work orders challenges
During several discovery sessions, key users (subject matter experts) mentioned the following areas of operation pain points.

Scheduling and work orders
-Outlook and Excel is used to schedule technicians.
-Technicians receive email appointments with the applicable details, and self-schedule work based on their availability.
-Technicians and contractors work primarily in email, and print out the work order details from the email. This has turned into a large amount of paper work orders with cryptic email notes.
-There is zero reporting or insight, and in-house technicians cannot monitor critical equipment to ensure it is working as expected.
-Since the equipment is not monitored, often the breakdown of equipment is what leads to recognition of a potential issue and the scheduling of a work request.

The implementation team recognized, during the initial implementation, that technicians need access to several custom entities. Without that visibility, the technicians will not be able to complete their work.

Field Service background and pain points. Visibility challenges
Technicians and dispatchers have either limited or zero visibility to:
-Install-base history.
-Real-time readings of equipment.
-Customer Information including detailed request information.
-Customer updates.
-Correct equipment they should be working on. Cannot search or see serial number or barcode of equipment.

There is also no ability to work offline with the data.

Field Service background and pain points. Challenges associated with the team

IT staff:
-Are inexperienced when it comes to implementing and managing software implementations, and the ongoing maintenance. They quickly find themselves experiencing issues implementing changes required by the users.
-Struggle with the concept of connected field service. They do not understand the different options, benefits, or the security model.
-Need a solution that can store device data for longer time periods to perform data analysis to better predict device failures.

Technicians:
-Have issues gaining access to the mobile app and receive error messages when trying to connect.
-Cannot access the data offline.

Managers:
-Need mobile access.
-Need access to historical data.
-Need access to a broader and larger amount of data than the technicians.

Field Service background and pain points. Asset management data challenges

As a large global company, Contoso Ltd.'s lack of consolidated systems, and systems that track and maintain asset history, has become a significant issue for technicians.

In addition, technicians are constantly being forced to leave in-progress low priority jobs to handle emergency issues. If Contoso Ltd. had the ability to determine when a system would experience a failure, and alert them ahead of time, many of the emergency issues could have been avoided. This capability needs to be in the new system.

Desired solution and requirements

Desired solution and requirements. Overall Field Service requirements
-During requirement gathering workshops, the following high-level Field Service requirements were captured:
-Standardize systems onto a single platform.
-Provide an effective tool for employees and third-party contractors to digitally manage work.
-Streamline the service request process; automating processes where possible.
-Implement Dynamics 365 Field Service Mobile app, along with Connected Field Service capabilities.
oConnected Field Service solution needs to allow for development capabilities, such as sending remote commands.
-Implement scheduling to ensure successful adoption.
-Provide insight and analytics to key personnel.
-Receive automated prescriptive guidance.

Further, there is a need to secure data and access for technicians and management to see only the data they need to see.


Desired solution and requirements. Install-base requirements

1. Access to all service history and historical readings.
2. Access to warranty and service contract details.
3. Proactive monitoring of the install base health, including alerts to the internal call center team.
4. Details of the customer asset, including BOM (bill of material) and various key properties that are maintained over time.

Desired solution and requirements. Connected Field Service requirements

1. Configure and setup Connected Field Service.
2. Implement a solution that will capture large amounts of data to accurately predict failures.
3. The solution should allow for additional developer capabilities.
4. Allow Field Administrators and administrators access to Connected Field Service data.
5. Anomaly detection and auto work order creation.

This Exam Topic does not have a case study.

This Exam Topic does not have a case study.

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Company Overview

Company Overview. Company Structure
Contoso Compressor Ltd. is a large global manufacturer with 12,000 employees. Contoso Compressor produces, installs, and services large B2B and small B2C gas and air compressors.

They have manufacturing plants and service centers in:

North America (Canada, US, Mexico) Territories
-US – 600 Service Technicians, 60 Call Center Agents, 30 Dispatchers
-Canada – 300 Service Technicians, 30 Call Center Agents, 15 Dispatchers
-Mexico – 200 Service Technicians, 20 Call Center Agents, 10 Dispatchers

Europe Territories
-Germany – 200 Service Technicians, 20 Call Center Agents, 10 Dispatchers
-France – 150 Service Technicians, 15 Call Center Agents, 7 Dispatchers
-Italy – 100 Service Technicians, 10 Call Center Agents, 5 Dispatchers

South America Territories
-Brazil – 200 Service Technicians, 20 Call Center Agents, 10 Dispatchers
-Argentina – 100 Service Technicians, 10 Call Center Agents, 5 Dispatchers

India Territories
-Mumbai – 100 Service Technicians, 10 Call Center Agents, 5 Dispatchers
-Chennai – 150 Service Technicians, 15 Call Center Agents, 7 Dispatchers Contoso

Contoso Compressor sales channels include direct and via distributors.
Contoso Compressor service and installation channels include direct and via service partners.

Company Overview. Existing Systems

Existing systems:
-SAP for ERP
-Siebel for Sales and Customer Service
-Home grown for Field Service and Installations

Dynamics 365 has been selected for Sales, Customer Service, and Field Service.
Azure IoT and Azure Machine Learning have been selected for Connected Field Service.

Sales and Service Overview

Sales and Service Overview. B2B Sales and Service Overview

Sales
-70% of total Sales & Service Revenue
-20% new sales revenue is through distributors

Installations
-Variety of large compressors
-Scheduled with Dispatch when equipment has been shipped
-Take a crew of 2-3 technicians

Service
-95% of service calls handled by Contoso Call Center
-All calls come to a regional service center
-Break Fix
-Planned/Preventive Maintenance
-Both Break Fix and Planned/Preventive Maintenance Work Orders require 1 technician
-Planned/Preventive Maintenance
oRequires a detailed Inspection prior to restart of equipment

Sales and Service Overview. B2C Sales and Service Overview

Sales
-30% of total Sales & Service Revenue
-100% of new Sales revenue from distributors

No Installation

Service
-95% of all service issues handled by partners/distributors
-Service calls to Contoso Call Center are routed to a partner/distributor for service
-Only 1% of all Service Revenue

Sales and Service Overview. Business Goals

Contoso Compressor desires to double both their Sales and Service Revenue over the next 5 years.

To achieve this, they have developed the following goals as part of implementing a new CRM Sales, Service, and Field Service application:
1. New Acquisitions
2. Partner/Distribution network expansion for B2B and B2C
3. New B2B Service Offerings
4. Increase Customer Satisfaction/NPS

Current Challenges

Current Challenges. Call Center
-Siloed systems
-Disconnected from other regions
-Poor Return tracking
-Poor partner visibility

Current Challenges. Work Order Management
-No visibility to truck stock
-No task breakdown on Work Orders
-Poor reconciliation to partners/distributors

Current Challenges. Resource Management

-No crew capability for installs
-No visibility across regions

Current Challenges. Contract/Agreement Management

-Service is often given away due to poor entitlement tracking
-No tickler system for renewals

Current Challenges. Asset Management

-No sub-asset tracking
-No work Order history
-No visibility to detailed location tracking
-No ability to connect to IoT

Current Challenges. Mobile Technician Capability

-No offline mode
-Inspections are done manually
-No quoting, signature, or job summary/print capability

Current Challenges. Scheduling

-Lack of status updates from technicians
-Manual crew scheduling for installs
-No ability to estimate travel time
-No filter capability to search for the best technician

Desired Functionality

Desired Functionality. Call Center

-Customer 360 capability with Knowledge Base
-Visibility to Partner/Distributor information
-Portal capability for customer visibility to Knowledge, equipment owned, open work orders and cases

Desired Functionality. Work Order management

-Defined Work Order Tasks
-Inventory tracking
-Digital Inspections with Branch Logic and Reporting
-Integration to ERP for proper pricing and invoicing

Desired Functionality. Inspections

-Conditional logic for Gas Compressor pressure reading failure
oBy looking at the reading, a technician can see if it's in the red, indicating failure. If fail, must shut down, clean or replace pressure valve
-Impromptu Inspections – the ability to create inspections at a customer site on assets without a work order while working on another work order at the customer site.
-Inspection results are critical to review with the customer after the inspection is performed

Desired Functionality. Resource Management

-Flexible Work Hours
-Crews, equipment tracking as resources for scheduling
-Skills with proficiency levels
-Drip Scheduling for planned maintenance jobs

Desired Functionality. Asset Management

-Track Asset sub-components
-Connected Service for new equipment
-Azure Machine Learning to offer a new chargeable service for machine uptime
-Capture defined asset readings to feed the Azure Machine Learning model
-Many internal assets are used on jobs. We need to be able to schedule those assets with a technician on a job.
oWe also perform our own maintenance on internal assets
oThese would not be needed for RS

Desired Functionality. Contract/Agreement Management

-Generate Planned Maintenance jobs 3 months in advance for capacity planning
-Tickler system to notify customers of expirations
-Track covered equipment and related entitlements

Desired Functionality. Mobile Technician Capability

-Offline
-Digitized Inspections
-Geo-fencing for no-touch arrival and departure
-"Uber-like" functionality, notifying customers when a technician will be arriving
-Remote Assist functionality to quickly get junior technicians in the field and increasing first time fix rate

Desired Functionality. Scheduling

-Schedule Boards visible to each region
-Assign resources based on skills and proficiency
-Visibility to access resources from other regions
-Drip Scheduling for inspection jobs
-Scheduling optimization for small jobs
Automated crew assignment for installation jobs

Desired Functionality. Returns Management

-RMA's
oTied to Customer Service
oTrack open Returns to reduce part/asset leakage & charge for not returned items
oThe biggest issue we face today is that we can't track an item that a customer has returned

-RTV
oAbility to send in-warranty parts back to vendor for credit or exchange

Desired Functionality. IoT

-IoT devices will be place on all new and existing equipment.
-Devices will measure compressor temperature and motor pressure of the equipment.
-Azure Machine Learning is desired to predict failure based on trends of compressor temperature and pressure readings.
-Currently, there is no way to capture backflow pressure because it can only be measured during the onsite inspection by a technician.
-Contoso Compressor would like to capture that value and feed it back to the machine-learning algorithm to better measure performance and predict failure.
-

Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. When you are ready to answer a question, click the Question button to return to the question.

Company background

Company background. General overview
Contoso Ltd. is a leading provider of technology services, with clients all around the world.

Contoso Ltd. has over 1,000 offices globally and over 10,000 employees servicing those buildings, from janitorial service people, repair technicians and new project (office setup, painting, furniture) setup resources. Each day, they dispatch these resources to work on and/or repair items in the cluster of buildings within their geographical area.

The major offices are located in North America, Asia Pacific, Europe, and Latin America.


Company background. Concerns

Contoso Ltd. has several key challenges and issues in managing their day-to-day operations and facilities.

Many of their facilities have issues spanning five-to-ten days, before the proper personnel begins to work on the request. In some cases, issues within their facilities cause significant issues for the employees in the building or cause disruptions to customers. For example: An air conditioning issue causes servers to reach a critical temperature. It forces servers to shut down, and Contoso Ltd. must employ their emergency disruption plans.

Additional concerns:
1. Many different and siloed systems to manage requests, and track history and progress.
2. No concise and definitive processes to log, manage and complete requests throughout the organization.
3. No tools and technology to make technicians more effective.
4. Lack of ease for internal customers to log a request for work, provide updates and track progress.
5. The inability to monitor equipment performance and check for anomalies, and then interpret and act upon the data.
6. Lack of insight of historical details for the technicians and building management.
7. Field technicians experience issues trying to work in areas that do not have internet connectivity. Most of the requests are details within an email. As a result, they always carry paper copies of all the requests.
8. The current system lacks the ability to capture real-time data for system critical components, such as air conditioning and heating units, and energy consumption details.
9. Technicians in the field do not have standard devices. Some have iPhones and Android devices, while some use Windows-based laptops, such as the Surface Pro 7.

Field Service background and pain points

Field Service background and pain points. Scheduling and work orders challenges
During several discovery sessions, key users (subject matter experts) mentioned the following areas of operation pain points.

Scheduling and work orders
-Outlook and Excel is used to schedule technicians.
-Technicians receive email appointments with the applicable details, and self-schedule work based on their availability.
-Technicians and contractors work primarily in email, and print out the work order details from the email. This has turned into a large amount of paper work orders with cryptic email notes.
-There is zero reporting or insight, and in-house technicians cannot monitor critical equipment to ensure it is working as expected.
-Since the equipment is not monitored, often the breakdown of equipment is what leads to recognition of a potential issue and the scheduling of a work request.

The implementation team recognized, during the initial implementation, that technicians need access to several custom entities. Without that visibility, the technicians will not be able to complete their work.

Field Service background and pain points. Visibility challenges
Technicians and dispatchers have either limited or zero visibility to:
-Install-base history.
-Real-time readings of equipment.
-Customer Information including detailed request information.
-Customer updates.
-Correct equipment they should be working on. Cannot search or see serial number or barcode of equipment.

There is also no ability to work offline with the data.

Field Service background and pain points. Challenges associated with the team

IT staff:
-Are inexperienced when it comes to implementing and managing software implementations, and the ongoing maintenance. They quickly find themselves experiencing issues implementing changes required by the users.
-Struggle with the concept of connected field service. They do not understand the different options, benefits, or the security model.
-Need a solution that can store device data for longer time periods to perform data analysis to better predict device failures.

Technicians:
-Have issues gaining access to the mobile app and receive error messages when trying to connect.
-Cannot access the data offline.

Managers:
-Need mobile access.
-Need access to historical data.
-Need access to a broader and larger amount of data than the technicians.

Field Service background and pain points. Asset management data challenges

As a large global company, Contoso Ltd.'s lack of consolidated systems, and systems that track and maintain asset history, has become a significant issue for technicians.

In addition, technicians are constantly being forced to leave in-progress low priority jobs to handle emergency issues. If Contoso Ltd. had the ability to determine when a system would experience a failure, and alert them ahead of time, many of the emergency issues could have been avoided. This capability needs to be in the new system.

Desired solution and requirements

Desired solution and requirements. Overall Field Service requirements
-During requirement gathering workshops, the following high-level Field Service requirements were captured:
-Standardize systems onto a single platform.
-Provide an effective tool for employees and third-party contractors to digitally manage work.
-Streamline the service request process; automating processes where possible.
-Implement Dynamics 365 Field Service Mobile app, along with Connected Field Service capabilities.
oConnected Field Service solution needs to allow for development capabilities, such as sending remote commands.
-Implement scheduling to ensure successful adoption.
-Provide insight and analytics to key personnel.
-Receive automated prescriptive guidance.

Further, there is a need to secure data and access for technicians and management to see only the data they need to see.


Desired solution and requirements. Install-base requirements

1. Access to all service history and historical readings.
2. Access to warranty and service contract details.
3. Proactive monitoring of the install base health, including alerts to the internal call center team.
4. Details of the customer asset, including BOM (bill of material) and various key properties that are maintained over time.

Desired solution and requirements. Connected Field Service requirements

1. Configure and setup Connected Field Service.
2. Implement a solution that will capture large amounts of data to accurately predict failures.
3. The solution should allow for additional developer capabilities.
4. Allow Field Administrators and administrators access to Connected Field Service data.
5. Anomaly detection and auto work order creation.

This Exam Topic does not have a case study.

This Exam Topic does not have a case study.