Every ERP5 project should start by an analysis phase. The first step to conduct in that phase is an interview in order to understand both the social aspects, the organisational aspects, the functional aspects and the technical aspects of a prospect project. This step should be allow for deciding whether to use or not ERP5.
The general philosophy is to lead the interview in order to discover in priority resource flows and not onlydecision processes. The rationale is that ERP5 core model is based on flows combined with a flexible workflow based decision model. ERP5 limitations, if any, are related to how flows can be modeled within ERP5. There should be no limitations related to business process modeling.
For example, in a factory, we should first analyse how components, products, etc. flow from one workshop to another, how they are transformed, shipped to a subcontractor, etc. In finance, we should analyse how ownership flows from one entity to another, how payables or receivable flow from one account to another. In a central bank, we should analyse how notes flow from one vault to another. In communication, we should analyse how contents flow from a publication source to a publication target. A general overview of flows should be obtained at the end and should include not only physical flows but also changes of ownership and decision actors involved in a flow.
That being said, the interview should end up with a short self contained document which describes like a story and with simple words the basics of the interviewed organisation. It should sound like “Our company creates and produces in its own factories women clothes which are then sold through our own distribution network. First of all, designers...”. The result should fit in an equivalent of 5 pages in English.