How can you handle change requests and user feedback in ERP customization?

Clear communication with stakeholders is key, ensuring that the proposed changes are thoroughly understood and their implications assessed. User feedback should be actively solicited and incorporated, as it provides valuable insights into real-world usage and pain points. A well-defined change management process helps in documenting, reviewing, and approving modifications, maintaining transparency and accountability throughout. Regular testing of customizations is essential to identify potential issues early on and ensure a smooth transition. Collaboration between the IT team and end-users fosters a sense of ownership and buy-in, making the change process more effective.

As per my experience, first we need to understand the initial offering of the system and test the same, then we need to analyse and compare the same with current practices, if current practices are obsolete then need to convince the stakeholders to adopt new practices, by giving two to three live cases as input for better understanding. If you manage to convince then this will save time and money for the change request which you have come across.

Remember, just because you have a change management process it doesn't give free licence for everyone to make changes on a whim. Change during a complex ERP implementation should be a last resort because of the implications for cost, timescales, user acceptance testing and delivery. Nothing undermines confidence more that continuous delays caused by unnecessary change and error. There are of course situations where it is necessary, for example, new accounting regulation, but by and large, I would recommend holding off until the system is implemented and then review again, carefully prioritising what has to be changed. If the project design was good at the start, major changes shouldn't be required.

As per my understanding change is required in every system to make it updated with present external environment. What is important is how change request are managed. We can make a process of issue ID number and track the same with change request number which shall be part of issue ID number. Issue can be bigger which can comprise of two-three changes.

Every ERP project team must have SMEs who act as bridge to take the understanding between business users and project team as not all feedbacks are necessary. We can make the list of what we must have and what is nice to have and based on the scope decision must be taken on the feedback

One approach that helped me is to take user feedback and look at it in the light of your project goals and objectives. Assess if this user feedback will help you move towards achieving project goals and objectives or is it something not so relevant in the big scheme of things. Using this approach also helps to manage user expectations effectively. In terms of prioritizing feedback and sequencing your work, you can use a simple exercise from Agile methodology by weighing effort points needed to deliver the change vs value points it gives in return business.

User manual is most important to have to have an easy understanding of the ERP to even the new users. Scripts of every session of System integration testing and User acceptance testing must be made and make sure that these test are performed by the involvement of ground level users as well.

Request number system for feedback must be there to create the control mechanism for the same. Effective execution is required to execute the feedback and feedback also must be addressed with approval mechanism from the business users as not all feedback can be considered.

Exactement comme pour tous les autres projets : dans Jira, on crée une catégorie : ? besoins de l’utilisateur qu’on ne traitera jamais parce qu’on sait très bien que ?a ne sert à rien, mais on les considère pour lui faire plaisir ?, et on les place tous dedans. Certes, le nom est un peu long, mais vous êtes s?rs de bien pouvoir les prendre en compte avec cette catégorie-là et de vous adapter face au changement.

Change is an important part of ERP implementations if used properly, it helps to incorporate feedback, reduce process bottlenecks and improve adoption. If changes are identified last minute and rushed through the change process, they have a detrimental impact. Establishing a good process with right people involved is key to handling change effectively. Organisation must create a mindset of adopt and not adapt where possible and always explore standard alternatives as it saves cost and improves ROI. If the customization is a must-have & business value is justified, step 1 is to complete thorough impact assessment of all areas the change can potentially impact and this must be presented to the change board to allow informed decision making.