Find the work behind the request
A request for a report rarely explains the whole job. Ask who needs it, which decision it supports and when that decision is made. Walk through the information people assemble today. The answer may be new functionality, but it may also be better access to records already in the ERP. Establishing that distinction early keeps development tied to an operational need.
Map the process as it works today
Map the handoffs, not just the system transactions. Capture who starts the work, what the next person waits for and how completion is recognised. Include spreadsheet lists, email approvals and repeated data entry. These workarounds often compensate for something the formal process misses. Understand that role before deciding what to remove.
Treat exceptions as part of the work
Normal operation is only part of the requirement. Discuss missing information, changed quantities and reversed transactions. Establish who can decide and what record must remain. For canias ERP work, documenting these exceptions as business rules gives developers and reviewers something concrete to agree on before acceptance testing.
Connect every change to a business scenario
A requirement such as “add an approval field” leaves too much open. Describe the starting situation, the user action and the result. Who sees the pending item? What happens after rejection? Which information survives the change? A short operational scenario can connect the requirement, implementation and acceptance review.
Look for progress outside the system too
Technical correctness and operational usefulness need different checks. Agree a few observations before development: how often data is re-entered, whether waiting work is visible or how many manual steps remain. Compare the same task before and after. Use conversations and sample records alongside numbers to understand what actually changed.
Start with a small, complete workflow
Choose an initial workflow that has a recognisable start, finish and owner. Define representative data, exceptions and acceptance criteria for that slice of work. Completing it lets the team test both the solution and its delivery approach. Use what that exercise reveals to plan the next scope.