You're facing scope creep in an ERP project. How do you navigate endless requests for customizations?

Everyone is good at assessing scope. The true expertise is in.. not starting the project without having these needs written down on the scope of work. Consider a good and objective SOW signed off as half the work done. On top of objective scope, Put clear conditions and governance on handling change requests.

Create a "customization request board" where all requests are visible. This transparency can deter redundant requests and encourage stakeholders to self-prioritize. Consider time-boxing customization periods. This creates urgency and forces stakeholders to focus on truly essential modifications. Remember, sometimes the best way to handle customization requests is to improve user training or workflow processes instead. Always explore non-technical solutions before diving into customizations.

Navigating scope creep in an ERP project can be challenging, especially when faced with endless requests for customizations. It's crucial to prioritize requirements based on business impact and feasibility. Communicate clearly with stakeholders about the implications of each customization and ensure alignment with the project's objectives. Implementing a change control process can help manage additional requests effectively.

Before diving into customizations, critically assess the true business needs by engaging key stakeholders. Prioritize requests that align with core project objectives and strategic goals, recognizing that not every customization request is essential or beneficial for the organization's long-term success.

In the projects I've been engaged with, my key principles are, have a defined set of requirements signed off by the board or steering group. Implement a change control process which should include a business case for anything significant. Priority is a consideration too, but don't be afraid to push back and ask the question "why can't you use the solution as designed if it provides the same outcome?"

Scope creep in these situations are usually due to lack of knowledge and communication. You would have the Subject matter expert that knows the business, not understanding how the system works and failing to communicate critical requirements or details because they didn't think it was critical. You would have the consultant that knows the system but fails to understand the business making wrong assumptions based on the few workshops. The biggest gap the project makes to the business, the larger the chance of this miscommunication becomes a big problem during the user acceptance test.

During our ERP implementation at a retail company, we clearly defined what was within the project's scope and communicated this to all stakeholders. When the marketing team requested additional custom reports, we evaluated these requests against our predefined scope. By explaining the resource and timeline implications, we managed to keep the project focused. We also introduced a formal change request process, ensuring that any new requirements were thoroughly vetted and aligned with our project goals. This transparency and structure helped us manage expectations and deliver the project on time and within budget.

Create a visual "scope map" that's regularly updated and easily accessible. This gives stakeholders a real-time view of project boundaries. Implement a "scope impact assessment" for each new request. Have requestors fill out a brief form explaining how their customization aligns with project goals and affects other areas. Consider holding monthly "scope health checks" where the team reviews recent decisions and their impact on the overall project. This keeps everyone aligned and accountable. Remember, effective scope management is as much about saying "not now" as it is about saying "no". Keep a backlog of good ideas for future phases.

Clearly define and communicate firm boundaries to protect the project scope. Engage stakeholders consistently, ensuring they understand the limits and importance of maintaining focus to prevent scope creep.

Insist on a Change Control Board that includes powerusers and at least one business head who can take decisions. Ensure that the implementation team provides all the data points for managing customizations - cost, schedule and effort impact

Implementing a rigorous change control process is crucial for managing ERP customization requests. At a manufacturing firm I worked with, we introduced a formal request submission system. Each request was followed by an impact assessment to weigh benefits against costs and potential delays. For instance, when the production team wanted a new reporting feature, we evaluated its necessity and impact on the timeline. By documenting and deliberating every request, we maintained project control and ensured only essential changes were approved. This structured approach not only kept the project on track but also fostered a sense of accountability and transparency among all stakeholders.

Implement a streamlined change control process with tiered approvals based on impact. Use a visual "change impact heat map" to show how customizations affect the system. Assign a "change sponsor" for each approved request to ensure accountability. This approach balances flexibility with control, allowing for quick decisions on minor changes while ensuring thorough review of major ones.

Implement a robust change control process. Evaluate the impact of each proposed change thoroughly, securing stakeholder buy-in to ensure changes are necessary and the project remains on track and within scope

Facing scope creep in an ERP project is like dealing with endless requests to add new features to a car that’s already in production. to manage it, implement change control—think of it as a system for reviewing and approving modifications. set up a process where each new request is evaluated for impact, cost and necessity. by managing changes carefully and keeping the project focused on its goals, you ensure that customizations are beneficial without derailing the project.

When the Onus is on the Internal Team: Scope creep is common in any ERP implementation, even after a successful go-live. This often happens due to not addressing all requirements strictly, usually an unintentional oversight. To manage this, categorize customization requests into "must-haves" and "nice-to-haves." The literal meaning of these titles helps classify requests, with "must-haves" prioritized first. Since customization come with a cost, it's crucial to do a cost-benefit analysis on these requests before proceeding. The Budget allotted is another yardstick to prioritize and draw boundaries. This approach streamlines the customization process and ensures the most valuable modifications are made, enhancing ERP system efficiency.

Create a simple scoring matrix for customization requests. Rate each on business impact, cost, and strategic alignment using a 1-5 scale. Focus on high-scoring items first. Regularly review and update priorities with key stakeholders. This approach ensures you're tackling the most valuable customizations while keeping the project on track. Remember, saying "not now" to lower-priority requests is as important as saying "yes" to critical ones.

Leverage external experts, but be strategic. Create a small advisory panel of consultants and experienced team members. Have them review complex customization requests monthly. Their insights can help distinguish between necessary changes and those that can be addressed through standard features or process adjustments. This approach balances external wisdom with internal needs, helping to avoid costly, unnecessary customizations while ensuring the ERP system meets critical business requirements.

At a tech startup where I led ERP implementation, we faced numerous customization requests. Consulting with external ERP experts proved invaluable in distinguishing between standard practices and genuine customization needs. For instance, when our sales team proposed a complex workflow modification, we sought advice from consultants who highlighted alternative solutions within the system's capabilities. This approach not only streamlined our ERP setup but also saved costs associated with unnecessary customizations. By leveraging external expertise, we ensured our ERP system remained agile and aligned with business objectives, enhancing efficiency without compromising system integrity.

Monitoring ERP projects ensures smooth implementation and prevents scope creep. In my role overseeing an ERP upgrade for a retail chain, we utilized project management tools to track customizations. For example, when integrating a new inventory management module, regular progress checks ensured milestones were met without exceeding budget or timeline. This proactive approach enabled us to identify minor deviations early, like additional reporting requirements, and address them swiftly. By maintaining constant oversight, we mitigated risks and optimized project outcomes. This experience highlighted the critical role of continuous monitoring in ERP projects, fostering accountability and alignment across teams for successful implementations.

Ideally, during design phase itself, everyone should be aware what engagement will cover and what it will not cover. This will set expectations for all. However, there are always possibilities of getting additional requirements once end users starts seeing a product. In such cases, it is imperative to have structured process of Change requests, Change Management, Approval mechanism. Some of requests may need prioritization so instead of rejection, it can be taken in next phase

One effective approach I've found is to conduct multiple walkthroughs of various process options. Each alternative we present should be supported by strong industry success stories, so ensure you have accurate examples from your peers and colleagues. Involve your change management teams in an overview session where different approaches to each requirement are explained. During this session, we aim to reach a consensus and get a solution signed off before moving on to the next topic. It's crucial to present multiple options for any problem they raise. If the requirements are genuine, we ensure they are met to satisfy the end customer. Ultimately, the goal is to make sure they are happy with the product.

Have a change management process set for every project incorporated for scope creeps and new requirements. Also the design phase needs to be signed off before proceeding to the configure and build phase. This sign off helps to draw the line and identify any additional requirements to go through the change management process. Make sure that this is made clear to the key stakeholders at the start of the project.

Also measure the financial impact of each change, not only dev and test cost, but also the need for regression testing so you make sure the change did not break another function in the system. Leadership can get sqeemish when they understand each change is associated with a cost burden.