ERP Change Request Management: Process, Prioritization, and Governance

After an ERP go-live, change requests flood in. Users want modifications, new features, additional reports, and workflow adjustments. Without a structured process, organizations face two equally bad outcomes: either every request gets implemented (creating an unstable, over-customized system) or no requests get addressed (creating frustrated users who revert to workarounds).

Effective change request management balances responsiveness with stability. This guide provides the process framework, prioritization methodology, and governance structure to manage ERP changes sustainably.

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The Change Request Lifecycle

Stage 1: Request Submission

Every change request must include:

Submission channels:

• Dedicated request form in the help desk system (preferred)
• Email to ERP support team (converted to ticket)
• Discussion in user group meetings (formalized into ticket)

Stage 2: Triage and Classification

Within 2 business days of submission, the ERP team classifies the request:

Stage 3: Impact Assessment

For configuration changes, enhancements, and new features, conduct an impact assessment:

Assessment dimensions:

Effort estimation:

Stage 4: Prioritization

Use a weighted scoring model to prioritize evaluated requests:

Stage 5: Approval and Scheduling

Approval authority by size:

Scheduling approaches:

• Sprint-based: Group changes into 2-4 week sprints with fixed capacity
• Continuous: Address changes as capacity allows, prioritized by score
• Release-based: Bundle changes into quarterly releases with testing cycles

Stage 6: Implementation and Release

Change implementation workflow:

1. Develop change in a non-production environment
2. Unit test the change in isolation
3. Integration test with related processes
4. User acceptance testing by the requestor
5. Document the change (configuration, training material update)
6. Schedule deployment window
7. Deploy to production
8. Verify in production
9. Close the change request with requestor confirmation

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Governance Structure

ERP Steering Committee

Composition:

• Executive sponsor (typically CFO or COO)
• IT leadership
• Department representatives (Finance, Operations, Sales, HR)
• ERP team lead

Cadence: Monthly (bi-weekly during high-change periods)

Agenda:

1. Review change request pipeline (new, in-progress, completed)
2. Prioritize pending requests
3. Review resource capacity and constraints
4. Address escalations and conflicts
5. Review system health and performance metrics
6. Plan for vendor upgrades and patches

Change Advisory Board (CAB)

Composition:

• ERP team lead (chair)
• Technical lead
• Business analyst
• Security representative
• Quality assurance representative

Cadence: Weekly

Responsibilities:

• Review all changes scheduled for deployment
• Assess risk and approve deployment plans
• Review post-deployment validation results
• Manage rollback decisions

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Managing Change Request Volume

Setting Expectations

Communicate these principles to the organization:

1. Not every request will be implemented. Some requests are not feasible, not aligned with strategy, or not worth the investment.

2. Timing is not guaranteed. A request approved in January may be scheduled for Q3 based on capacity and priority.

3. Workarounds are not failures. Sometimes the best solution is a documented workaround, not a system change.

4. Batch changes are more efficient. Individual deployments carry overhead. Batching related changes into releases reduces risk and effort.

Reducing Request Volume

• Better training reduces requests that stem from not knowing how to use existing features
• Documentation reduces repeated requests for the same information
• User groups allow users to share solutions and best practices
• Proactive optimization addresses common pain points before they generate individual requests

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Metrics to Track

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Related Resources

• Post-Implementation ERP Optimization --- Broader optimization strategies
• ERP Training Program Design --- Reducing training-related change requests
• Change Management for SMBs --- Organizational change management
• ERP Project Budget Management --- Budgeting for ongoing changes

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A well-managed change request process is the difference between an ERP that improves over time and one that stagnates after go-live. Invest in the governance structure, prioritization framework, and communication practices that keep your ERP evolving with your business. Contact ECOSIRE for help establishing ERP governance and optimization programs.