Requirements Gathering & Process Mapping: Building the Blueprint for Business Central Success

Part 2 of 8 in the Business Central Implementation Series

Published: December 2025 | Reading Time: 14 minutes

Introduction

With your Business Central implementation foundation established, you're ready to tackle one of the most critical phases: Requirements Gathering & Process Mapping. This phase transforms your high-level vision into a detailed blueprint that guides configuration, customization, and deployment decisions.

Think of this phase as the architectural planning stage of building a house. You wouldn't start construction without detailed blueprints, and similarly, you shouldn't begin configuring Business Central without thoroughly understanding your business processes, requirements, and desired outcomes. The work you do now directly impacts the quality, efficiency, and user satisfaction of your final solution.

This comprehensive guide will equip you with proven techniques, frameworks, and best practices for conducting effective requirements gathering and creating meaningful process maps that align Business Central capabilities with your unique business needs.

Current State Analysis: Understanding Where You Are

Before designing your future state in Business Central, you must thoroughly understand your current operations.

Documenting Existing Business Processes

Begin with systematic documentation of how work actually gets done today, not just how policies say it should be done.

Process Documentation Approach:

1. Identify Core Processes: Start by cataloging your major business processes across functional areas:

Financial Processes:

• General ledger management and chart of accounts structure

• Accounts payable: vendor management, invoice processing, payment execution

• Accounts receivable: customer management, invoicing, collections

• Bank reconciliation and cash management

• Fixed asset management and depreciation

• Period-end close procedures

Sales & Marketing Processes:

• Lead and opportunity management

• Quote and proposal generation

• Sales order processing and fulfillment

• Customer relationship management

• Pricing and discount management

• Sales commission calculation

Purchase & Procurement Processes:

• Vendor selection and qualification

• Purchase requisition and approval workflows

• Purchase order creation and management

• Receiving and quality inspection

• Three-way matching (PO, receipt, invoice)

• Vendor performance management

Inventory & Warehouse Processes:

• Item master data management

• Inventory receiving and putaway

• Stock transfers between locations

• Cycle counting and physical inventory

• Picking, packing, and shipping

• Returns processing

• Lot and serial number tracking

Manufacturing Processes (if applicable):

• Bill of materials management

• Production order planning and scheduling

• Shop floor control and routing

• Material requirements planning

• Capacity planning

• Work center management

• Quality control and inspection

2. Process Walkthroughs: Conduct structured walkthroughs with process owners and actual system users:

• Shadow employees performing daily tasks

• Document step-by-step procedures

• Capture system interactions and data flows

• Identify handoffs between people or departments

• Note timing, frequency, and volumes

• Record exceptions and workarounds

• Capture pain points and inefficiencies

3. As-Is Process Maps: Create visual representations using standard notation:

• Swimlane Diagrams: Show process flow across different roles or departments

• Flowcharts: Document decision points and process branches

• Data Flow Diagrams: Illustrate how information moves through systems

• SIPOC Charts: (Suppliers, Inputs, Process, Outputs, Customers) for high-level overview

Key Information to Capture:

• Process triggers and initiating events

• Required inputs and source systems

• Decision criteria and approval requirements

• System interactions and manual steps

• Outputs and downstream consumers

• Performance metrics and SLAs

• Compliance and audit requirements

Identifying Pain Points and Inefficiencies

As you document current processes, systematically capture problems:

Common Pain Point Categories:

Manual and Redundant Work:

• Double data entry across multiple systems

• Manual rekeying of information from emails or documents

• Spreadsheet-based tracking and reconciliation

• Copy-paste operations between applications

• Manual calculation of totals or extended amounts

Lack of Integration:

• Disconnected systems requiring file imports/exports

• Email-based information sharing

• Phone calls to check availability or status

• Manual consolidation of data from multiple sources

• Inconsistent data across different systems

Limited Visibility:

• Inability to view real-time inventory levels

• Lack of consolidated financial reporting

• No drill-down capability from summary to detail

• Missing audit trails for transactions

• Inability to track status in real-time

Process Delays:

• Paper-based approval workflows

• Sequential processing that could be parallel

• Batch processes with long cycle times

• Bottlenecks due to single-person dependencies

• Extended month-end close timelines

Data Quality Issues:

• Inconsistent master data (customer names, item descriptions)

• Duplicate records across systems

• Stale or outdated information

• Missing required data elements

• Lack of data validation rules

Compliance and Control Risks:

• Inadequate segregation of duties

• Missing or weak approval controls

• Insufficient audit trails

• Difficulty demonstrating regulatory compliance

• Manual controls prone to human error

Quantifying Current State Performance

Establish baseline metrics to measure improvement:

Process Metrics:

• Order-to-cash cycle time

• Purchase-to-pay cycle time

• Days to close month-end

• Invoice processing time

• Order fulfillment time

• Inventory accuracy percentage

• On-time delivery rate

Quality Metrics:

• Error rates and correction volumes

• Customer complaints

• Returns and rejections

• Rework percentage

Cost Metrics:

• Process cost per transaction

• FTE time allocation by activity

• IT maintenance and support costs

• System licensing and infrastructure costs

User Experience Metrics:

• Number of systems users must access

• Time spent on routine tasks

• Workarounds employed

• Training time for new employees

• User satisfaction scores

Gap Analysis: Bridging Current and Desired States

Gap analysis identifies differences between how you work today and how you'll work with Business Central.

Defining Future State Vision

Articulate how Business Central will transform your operations:

Process Improvements:

• Automated workflows replacing manual approvals

• Real-time integration eliminating double entry

• Self-service portals reducing inquiry overhead

• Mobile access enabling field productivity

• AI-powered insights supporting decision-making

Business Capabilities:

• Multi-location inventory visibility

• Consolidated financial reporting across entities

• Integrated CRM and ERP workflows

• Advanced analytics and forecasting

• Streamlined compliance and audit support

Gap Classification

Categorize each identified gap:

1. Configuration Gaps: Addressed through standard Business Central setup

• Example: Current system lacks cost center tracking → Business Central dimensions handle this natively

2. Process Change Gaps: Require business process redesign

• Example: Current approval routing through email → Implement Business Central approval workflows

3. Training Gaps: Addressed through user education

• Example: Users manually calculate extended prices → Training on Business Central automatic calculation

4. Integration Gaps: Require technical integration development

• Example: Need to sync Business Central with existing CRM → Develop API integration

5. Customization Gaps: Require custom development or third-party extensions

• Example: Industry-specific compliance reporting → Develop custom report or find AppSource solution

6. Data Gaps: Require data cleansing or enrichment

• Example: Inconsistent product categorization → Data standardization project

Prioritization Framework

Not all gaps are equally important. Use a structured prioritization:

MoSCoW Method:

Must Have: Critical for basic operations, cannot go live without

• Core financial processes (GL, AP, AR)

• Essential integrations for day-one operations

• Compliance and regulatory requirements

• Critical reporting for decision-making

Should Have: Important but workarounds exist temporarily

• Efficiency improvements with measurable ROI

• Integration with secondary systems

• Enhanced reporting capabilities

• Mobile access for field teams

Could Have: Desirable but can be deferred

• Advanced analytics features

• Nice-to-have customizations

• Optional integrations

• Process refinements

Won't Have (this phase): Explicitly deferred to future releases

• Complex customizations with limited ROI

• Experimental or unproven requirements

• Dependencies on external factors

• Low-priority enhancements

Priority Scoring Matrix:

Evaluate each requirement against multiple criteria:

Calculate weighted scores to rank requirements objectively.

Business Process Mapping Techniques

Effective process mapping creates shared understanding and guides configuration decisions.

Process Mapping Best Practices

Keep It Visual and Accessible:

• Use consistent notation and symbology

• Include legends explaining symbols

• Limit detail appropriate to audience

• Use color coding for clarity

• Make maps available in shared repositories

Focus on Value-Added Activities:

• Identify and highlight non-value-added steps

• Question why each step exists

• Challenge assumptions about necessity

• Look for automation opportunities

Include All Perspectives:

• Involve people who do the work daily

• Include upstream and downstream stakeholders

• Consider customer and vendor perspectives

• Engage compliance and audit teams

Document Decisions and Assumptions:

• Explain why processes will work a certain way

• Record alternatives considered

• Note dependencies on other decisions

• Capture open issues requiring resolution

Creating Effective Process Maps

To-Be Process Maps for Business Central:

Design future processes leveraging Business Central capabilities:

Example: Sales Order Processing

Current State Issues:

• Manual order entry from email or phone

• No real-time inventory visibility

• Separate credit check process

• Manual shipping coordination

• Delayed invoicing

Business Central Future State:

1. Customer portal or email integration creates draft sales order

2. Automated credit limit check with approval routing

3. Real-time ATP (Available-to-Promise) checking

4. Automatic reservation of inventory

5. Integrated warehouse picking generation

6. Automated shipment posting and invoice creation

7. Electronic invoice delivery

8. Integrated accounts receivable

Map Components:

• Clear start and end points

• Decision diamonds for branching logic

• System interactions indicated

• Handoffs between roles

• Exception handling paths

• Timing and SLA indicators

Requirements Gathering Workshops

Structured workshops accelerate requirements discovery and build consensus.

Workshop Planning:

Pre-Workshop Preparation:

• Define clear objectives for each session

• Select appropriate participants (6-12 people ideal)

• Distribute pre-reading materials

• Prepare discussion prompts and scenarios

• Arrange logistics (room, technology, refreshments)

Workshop Structure (Half-day session):

Hour 1: Current State Review

• Present documented as-is processes

• Validate accuracy with participants

• Identify missing elements

• Confirm pain points and issues

Hour 2: Business Central Capabilities Demo

• Show relevant Business Central functionality

• Demonstrate standard processes

• Highlight configuration options

• Explain integration possibilities

Hour 3: Future State Design

• Collaboratively design to-be processes

• Map Business Central features to requirements

• Identify customization needs

• Document decisions and rationale

Hour 4: Gap Analysis and Action Planning

• Summarize identified gaps

• Prioritize requirements

• Assign action items

• Schedule follow-up sessions

Facilitation Techniques:

• Use parking lot for off-topic items

• Timebox discussions to maintain momentum

• Capture decisions and action items visibly

• Seek consensus, escalate disagreements if needed

• Summarize key takeaways at end

Workshop Outputs:

• Validated as-is process maps

• Draft to-be process maps

• Requirements document

• Gap analysis summary

• Action item register

• Open issues log

Aligning Business Central Modules with Business Needs

Match your requirements to Business Central's modular structure.

Core Financial Management

General Ledger:

• Multi-dimensional chart of accounts

• Unlimited dimensions for analysis

• Allocation rules and templates

• Intercompany postings

• Recurring journals

• Consolidation across companies

Requirements to Gather:

• Chart of accounts structure and numbering

• Dimension requirements (department, project, cost center)

• Allocation methodologies

• Period-end close procedures

• Financial reporting requirements

• Regulatory and statutory reporting needs

Sales & Customer Management

Sales & Marketing Module:

• Customer relationship management

• Quote and order management

• Pricing and discounting

• Credit management

• Sales forecasting

• Campaign management

Requirements to Gather:

• Customer master data requirements

• Pricing strategies (list, customer-specific, volume-based)

• Discount and promotion management

• Sales workflow and approval requirements

• Commission calculation rules

• Customer portal requirements

Purchase & Payables

Purchase Module:

• Vendor management

• Purchase requisitions and orders

• Receiving and quality inspection

• Invoice processing and approval

• Payment processing

• Vendor performance analytics

Requirements to Gather:

• Vendor master data requirements

• Purchase approval workflows and limits

• Receiving processes and quality checks

• Three-way matching requirements

• Payment terms and methods

• Vendor evaluation criteria

Inventory & Warehouse Management

Inventory Management:

• Item master data and categorization

• Multiple locations and bins

• Stock transfers

• Item tracking (lot, serial)

• Inventory valuation methods

• Cycle counting and adjustments

Warehouse Management:

• Advanced warehouse configurations

• Directed put-away and pick

• Cross-docking

• Bin management

• Mobile warehouse devices

• Shipping and receiving

Requirements to Gather:

• Item master data structure and attributes

• Location and warehouse layout

• Inventory tracking requirements

• Valuation method (FIFO, average, standard)

• Replenishment strategies

• Physical inventory procedures

Manufacturing

Manufacturing Module:

• Production BOMs and routings

• Production orders and scheduling

• Capacity planning

• Shop floor control

• Material requirements planning

• Subcontracting

Requirements to Gather (if applicable):

• BOM structure and configuration rules

• Routing and work center definitions

• Planning parameters and strategies

• Shop floor data collection methods

• Quality control processes

• Costing methodology

Project Management

Jobs Module:

• Project setup and planning

• Resource allocation

• Time and expense tracking

• WIP calculation

• Project invoicing

• Profitability analysis

Requirements to Gather (if applicable):

• Project categorization and types

• Resource planning approach

• Time and expense capture methods

• Billing arrangements (T&M, fixed price, milestones)

• WIP recognition methods

• Project reporting requirements

Service Management

Service Module:

• Service item tracking

• Service contracts

• Service orders and dispatch

• Resource and skill management

• Service pricing

• Warranty management

Requirements to Gather (if applicable):

• Service item relationships to sales items

• Contract types and terms

• Service level agreements

• Technician scheduling approach

• Parts inventory for service

• Service reporting requirements

Documenting Functional and Technical Requirements

Translate business needs into clear, actionable requirements.

Functional Requirements Documentation

Requirement Structure:

For each requirement, document:

Requirement ID: Unique identifier (e.g., FIN-001, SAL-023)

Requirement Title: Brief descriptive name

Business Need: Why this requirement exists

Detailed Description: What the requirement entails

Acceptance Criteria: How to verify it's met

Priority: Must/Should/Could/Won't

Module/Area: Which Business Central area is impacted

Type: Configuration/Process/Integration/Customization/Data

Dependencies: Related requirements or prerequisites

Example Requirement:

Technical Requirements Documentation

Integration Requirements:

• Source/target systems

• Data entities and fields

• Integration frequency (real-time, batch)

• Direction (unidirectional, bidirectional)

• Volume estimates

• Error handling approach

• Security and authentication

Customization Requirements:

• Functional need driving customization

• Standard functionality gap

• Detailed specification

• User interface requirements

• Business logic and validation rules

• Performance considerations

Reporting Requirements:

• Report purpose and audience

• Data sources and entities

• Filters and parameters

• Layout and formatting

• Distribution method

• Frequency and schedule

Requirements Traceability

Maintain traceability from business need through implementation:

Traceability Matrix:

• Links business objectives to requirements

• Maps requirements to configuration/customization

• Connects requirements to test cases

• Traces requirements to training materials

This ensures every requirement delivers business value and nothing is overlooked.

Requirements Review and Validation

Ensure requirements are complete, accurate, and aligned with stakeholder expectations.

Requirements Review Process

Review Stages:

1. Internal Review:

• Business analysts review for completeness and consistency

• Technical team reviews for feasibility

• Project manager reviews for scope alignment

2. Stakeholder Validation:

• Process owners confirm accuracy

• End users validate usability

• Executive sponsors verify strategic alignment

3. Partner Review:

• Implementation partner assesses against Business Central capabilities

• Technical architects evaluate complexity

• Solution designers propose approaches

Review Checklist:

• ✓ Requirement is clearly written and understandable

• ✓ Business need is articulated and valid

• ✓ Acceptance criteria are measurable

• ✓ Priority is appropriate

• ✓ Dependencies are identified

• ✓ Feasibility is confirmed

• ✓ Estimated effort is reasonable

• ✓ Stakeholder consensus exists

Requirements Baseline and Change Control

Once validated, establish a requirements baseline:

Baseline Process:

1. Compile reviewed and approved requirements

2. Obtain formal sign-off from key stakeholders

3. Version control the requirements document

4. Communicate baseline to all project participants

Change Control Process:

After baseline, manage changes formally:

Change Request Submission:

• Documenting proposed change

• Explaining business justification

• Identifying impacted areas

Change Impact Analysis:

• Evaluating effort required

• Assessing timeline impact

• Analyzing cost implications

• Reviewing priority vs. existing scope

Change Approval:

• Steering committee reviews

• Decision to approve, defer, or reject

• Communication of decision

Change Implementation:

• Update requirements documentation

• Adjust project plan and timeline

• Communicate to affected parties

• Update traceability matrix

This discipline prevents scope creep while allowing legitimate changes when necessary.

Deliverables: Requirements Phase Outputs

Complete this phase with comprehensive documentation:

1. Requirements Documentation

A complete requirements catalog including:

• Functional requirements by module

• Technical requirements (integrations, customizations, reports)

• Non-functional requirements (performance, security, usability)

• Requirements traceability matrix

2. Process Maps

Visual process documentation including:

• As-is process maps for major business processes

• To-be process maps showing Business Central workflows

• Gap analysis summary

• Process improvement opportunities

3. Gap Analysis Report

Comprehensive gap analysis containing:

• Identified gaps categorized by type

• Proposed solutions for each gap

• Priority ranking

• Effort estimates

• Phasing recommendations

4. Module Selection Matrix

Decision framework showing:

• Business Central modules recommended

• Rationale for each module selection

• Module dependencies

• Phasing strategy

Best Practices and Lessons Learned

Dos and Don'ts

Do:

• ✓ Involve actual system users, not just managers

• ✓ Document current reality, not idealized processes

• ✓ Challenge inefficient processes rather than automating them

• ✓ Leverage standard Business Central capabilities

• ✓ Maintain flexibility for change

• ✓ Communicate frequently with all stakeholders

Don't:

• ✗ Customize before fully understanding standard functionality

• ✗ Try to replicate old system exactly

• ✗ Skip validation with end users

• ✗ Allow scope creep without formal change control

• ✗ Document requirements in isolation from Business Central capabilities

• ✗ Underestimate time required for thorough requirements gathering

Common Pitfalls to Avoid

Insufficient Detail: Vague requirements lead to misunderstandings and rework

Analysis Paralysis: Perfection is the enemy of progress; aim for "good enough" to proceed

Technology-First Thinking: Start with business needs, not technical solutions

Ignoring Change Management: Requirements gathering should build buy-in, not just capture needs

Underestimating Integration Complexity: Integration requirements deserve extra scrutiny

Conclusion: From Requirements to Reality

Thorough requirements gathering and process mapping transform abstract concepts into concrete implementation blueprints. The investment you make in this phase pays dividends throughout implementation and beyond.

Key Takeaways:

✓ Document the Truth: Capture how work really gets done, not how policies say it should

✓ Focus on Gaps: Understanding the delta between current and desired states guides decisions

✓ Leverage Standard Features: Business Central's breadth often exceeds initial expectations

✓ Prioritize Ruthlessly: Not everything can or should be in phase one

✓ Involve Users Early: People who do the work daily provide invaluable insights

✓ Think Process, Not Just System: Implementation is an opportunity to improve how you work

With comprehensive requirements and clear process maps in hand, you're prepared for the next phase: System Configuration & Setup, where your blueprint becomes reality through Business Central configuration.

Next in Series: Blog 3: System Configuration & Setup - Learn how to translate your requirements into Business Central configuration, from chart of accounts to user permissions.

Download Resources:

• Requirements Template

• Process Mapping Tool

• Gap Analysis Framework

• Requirements Review Checklist

Questions or Comments? Share your requirements gathering experiences and techniques in the comments below.

This is Part 2 of an 8-part series on Business Central Implementation. Subscribe to receive notifications when new articles are published.

Tags: #BusinessCentral #RequirementsGathering #ProcessMapping #BusinessAnalysis #ERPImplementation #ChangeManagement