In ERP projects: particularly in SaaS environments like Microsoft Dynamics 365 Business Central, the term process backlog is often overlooked or mistaken for a purely technical to-do list. But when working within an agile framework, the process backlog becomes a strategic tool: not just a list of pending tasks, but a compass that guides the value delivered sprint by sprint.
What is the process backlog, really?
In agile terms, the process backlog is the prioritised set of processes, automations, functional adjustments, and improvements that need to be implemented in the ERP to meet business objectives. Unlike the product backlog, which typically focuses on user-facing features, the process backlog centres on the internal flows that sustain operations—from automating month-end close to validating sales orders.
In Business Central SaaS, this might include:
- Automating tasks via Job Queue
- Custom validations on documents
- Integrations with external systems
- Bank reconciliation processes
- Adjustments to MRP logic
Why is it critical in ERP projects?
Because processes are the beating heart of any ERP. A system may have sleek interfaces and well-structured data, but if the underlying processes are poorly defined, inefficient, or manual, the real value never reaches the user. The process backlog allows teams to:
- Prioritise processes based on business impact
- Avoid technical bottlenecks
- Align technical development with functional needs
- Maintain a clear roadmap of what’s being built
Keeping it agile (not bureaucratic)
A healthy process backlog doesn’t accumulate like a wishlist. It’s actively managed with agile discipline:
- Continuous prioritisation: Use techniques like MoSCoW (Must, Should, Could, Won’t) or WSJF (Weighted Shortest Job First) to decide what to tackle first.
- Regular refinement: Review the backlog each sprint to remove obsolete, duplicated, or low-value items.
- Shared visibility: Functional and technical teams should work from the same backlog, using clear language and well-defined acceptance criteria.
Example of a well-defined item:
“Automate the sending of electronic invoices via SUNAT. Acceptance criteria: must trigger automatically upon posting the invoice, require no manual intervention, and log the status in field X.”
Best practices for Business Central SaaS
- Avoid orphaned processes: Every item should have a functional owner who validates its necessity and outcome.
- Document acceptance criteria: “Automate process” is not enough—define what “done” actually means.
- Validate with key users: Before closing an item, ensure functional validation. Not everything that “works” technically delivers value.
Common pitfalls that slow progress
- Treating the backlog as a repository of ideas without prioritisation.
- Failing to link items to tangible objectives (e.g. time savings, regulatory compliance).
- Leaving technical processes unvalidated by functional stakeholders, leading to rework and frustration.
- Accumulating tasks that are never refined or removed, creating a sense of endless technical debt.
In closing:
The process backlog in ERP SaaS projects is not just a task list. It’s a living tool that connects technology with business, processes with value, and technical teams with users. Keeping it prioritised, transparent, and aligned is what turns an ERP into a true solution—not an operational burden.
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