• Login

Articles by James A Robertson and Associates

SNw 035 Reflections on 25 years of ERP experience
Created by James on 6/12/2013 3:12:29 PM


My first experience of ERP related to what in those days (1987) we called an MIS -- Management Information System -- we designed it from scratch drawing on experience with an in-house developed system running on a Mini-Computer -- I Project Managed the Project and Architected some of the strategic elements -- the product went on to become a leading Industry Vertical ERP for the Consulting Engineering industry in South Africa

In 1989 I ventured out on my own with the rather ambitious goal of "bringing the disciplines of engineering to the IT industry" -- I am still working on this objective but am MUCH closer than I was then -- since then I have variously advised, facilitated and led various ERP implementations and undertaken diagnostic "Pulse Measurement " investigations into dozens of failed and sub-optimal ERP implementations getting involved in turning a number of them around

Based on this diverse experience and to celebrate roughly 25 years in the field I thought it might be interesting to summarize what I think are some key lessons -- so, here goes:

1.      Virtually every ERP implementation out there has failed to achieve its true potential and has disappointed executives


I have yet to encounter an extant ERP implementation that meets all the criteria outlined below and I have consistently met frustrated and disappointed business executives who cannot get the answers they need when they need them and are constantly frustrated by technologists who think the answer to the frustration is another piece of technology

 

The bottom line is that the ERP industry does NOT know how to deliver on its sales promises -- this represents a huge opportunity for implementers and customer alike

 

2.      CEO Custody is CRITICAL


The CEO IS the custodian of the integrated view of the business and, accordingly, in order to achieve a high value integrated business solution it is critical that the CEO is the custodian of any ERP related projects and of the operation of the ERP itself -- putting the ERP under finance or IT or under IT under finance is one of the biggest factors in sub-optimal ERP outcomes

 

CEO custody must be coupled to a strategic level facilitator / advisor / architect with comprehensive understanding of business and technology to guide the CEO -- note that it is the responsibility of ERP professionals to TRANSLATE their language into language the CEO and the business understand -- the CEO does NOT have to understand ERP other than at a high level practical -- "a database is just a filing cabinet" level

 

3.      High value fixed price ERP implementations ARE possible


Many ERP projects run way over time and budget and fail to deliver promised value but with proper planning and a rigorous procurement approach coupled with appropriate strategic input it IS possible to scope and procure projects on a fixed price basis that DO deliver high value outcomes that meet or exceed client executive expectations

 

4.      Successful ERP implementations are more about psychology than technology


Successful IT implementations generally, and ERP implementations in particular, are more about psychology than technology -- technology obsession is a MAJOR factor in failed implementations

 

A key element of this relates to the "abstractness" of IT solutions -- personnel work for days, weeks, months or years and there is little or nothing tangible to show for what they have done UNLESS specific communication techniques, walkthroughs and other devices coupled with executive support are used to raise visibility in order to ensure that what is delivered is what was ordered

 

Coupled to this is the widespread but TOTALLY mistaken belief that all approaches and all implementers are equal -- the difference in outcome between a high quality high value outcome and the traditional sloppy outcome can easily top a factor of one thousand fold difference in business value generated -- be extremely cautious about who you choose to lead your ERP implementation

 

5.      A rigorous "engineering approach" is essential


A rigorous engineering approach with strong engineering influence and disciplines is essential BUT engineers are NOT good with the abstract and psychology and IT people are NOT good with engineering -- special techniques are called for and special experiential development of personnel

 

6.      Precision configuration is THE fundamental deliverable


After all is said and done all that remains of an ERP implementation is the configuration of the software and the level of expertise or lack of expertise of the personnel who operate the system and consume its outputs

 

We live in a world of precision, we tolerate a gap between door and door frame of no more than about 5 mm, we expect ceilings and floors to be exactly level and walls to be exactly plumb but tolerate and even expect what I call "sloppy configuration" in ERP systems costing millions

 

A necessary prerequisite for a high value ERP investment outcome is finely granular, hierarchical precision configuration -- I have developed standards for this over 23 years with thousands of hours of unremunerated research and development -- reply to this email with "Taxonomy Manual" in the subject line to receive a copy  of the manual that I have compiled

 

7.      Fundamental and intuitive understanding of the strategy of the business -- the essence -- determines value


Having concluded in 1990 that it was necessary to be able to define strategy in one sentence and then measure strategic performance and translate that into measureable and actionable plans I eventually concluded that strategy is "the essence of why the business exists and how it thrives" and also developed a Critical Issues strategic analysis and design technique and tool set that stretches all the way through to Key Performance Indicators for personnel -- reply to this email with "Strategic SnapShot" in the subject line to receive a copy of the manual and spreadsheets

 

I have come to understand that a high value ERP implementation is one that fundamentally aligns with and supports the essence of the business in such a way that it facilitates high value, thrive, decision making -- one thrive decision at the executive level can gear an organization dramatically and one bad decision that compromises or cripples the essence of the business can destroy the business just as badly implemented ERP systems can DESTROY a business

 

8.   Strategic configuration requires a finely granular strategically focussed hierarchical configuration


Inherent in the previous point is the necessity of a STRATEGIC precision configuration -- a configuration that captures the essence of the business in finely granular strategically orientated hierarchical classifications of every possible attribute in the ERP together with the addition of every vaguely relevant attribute of every element of data in the ERP such that the business is equipped to obtain answers to "the questions we have NOT yet thought to ask"

 

An implementation that simply answers the questions we could NOT answer last year is obsolete before it is commissioned -- addressing this requirement requires a RADICALLY different approach to ERP requirements analysis and configuration design -- I will discuss some aspects of this in the first Webinar listed below -- including -- how do you configure your ERP so that you can answer the questions you have never thought to ask

 

Incidentally, strategic precision configuration PRECLUDES up-front business workflow mapping (i.e. Business Process mapping) at the start of the project and moves it to the end of the project to be prescribed by business executives as part of the fine tuning of the configuration -- process mapping up-front is one of the greatest and most common errors in the ERP industry -- process is fundamentally operational and tactical and NOT strategic -- this is distinct from STRATEGIC DISCOVERY which MUST take place at the inception of the project with appropriate executive interviews

 

9.     Comprehensive, rigorous business simulation in the laboratory must proceed commissioning


Real world business simulation in an ERP laboratory custom assembled for the project and operated with senior personnel briefed to break the configuration until it cannot be broken any more using rigorously and meticulously selected statistically representative test data is a fundamental prerequisite to deployment

 

The system should ONLY be deployed once the configuration has been proven to be bullet-proof in the laboratory, a full suite of reports and business intelligence models and views have been created, processes have been prescribed, tested, configured and documented, training material, including Computer Based Training applications, have been developed and ALL operators and users have received comprehensive training in the laboratory -- this may add six months to the project but anything less than this is reckless experimentation on the business

 

10.  A totally integrated business solution or IBIS based on the ERP should be non-negotiable


Implementing ERP as primarily a financial suite is common place and could be branded "a crime against the enterprise" -- the finance component is an important but relatively minor component of an effective Integrated Business Information Solution (IBIS) which addresses ALL aspects of the enterprise in a comprehensively, strategic, holistic integrated manner driven from the top down and supported by finely granular, strategicy, hierarchical precision configuration

 

Failure to address the entire installation from the start, under the guidance of a highly experienced, senior strategic solution architect is one of the major reasons most ERP implementations are fragmented and rely heavily on custom development, frequently in the form of myriad Excel spreadsheets, to attempt to produced required integrated business information for executives at the strategic level -- most sloppy configurations prevent this and drive multi-million Dollar / Rand / Euro inefficiencies that consume resources in perpetuity

 

11. Limited scope strategically aligned "clever" custom development is almost always required


The debate "to customize or NOT to customize" is generally misplaced, incorrectly focussed and delivers the wrong conclusions -- in a well configured ERP the amount of custom development will be GREATLY reduced (remember that most of  your Finance Departments' Excel spreadsheets ARE in fact custom development)

 

Truly value adding custom development within the context of a comprehensive integrated strategic solution will provide functionallity that is NOT available any other way and that supports high value strategic outcomes -- in one case the client was able to gain 25% in turnover on the strength of capability delivered through a small investment in custom development riding on a comprehensive precision configuration -- the custom development coupled to the strategic configuration enabled them to do something that none of their competitors could do

 

12. Data warehousing with strategic business intelligence is integral to a high value outcome


Data warehousing coupled to precision strategic configuration as a foundation for strategically innovative Business Intelligence reports, models and dashboards is the key to enabling high value business decision support -- i.e. supporting THRIVE DECISIONS

 

In addition, history should NOT be brought forward into the new ERP, it will cripple it, the history should be brought into a custom compartment in the Data Warehouse and joined to the new data through a set of appropriate models and reports -- if your new ERP implementation complies with the standards described here the old data will generally be found to be massively deficient and will be rapidly discarded within a year or two for the most part except for certain summarizations at the Income Statement and Balance Sheet level -- many organizations spend a fortune bringing forward history that they seldom reference

 

 

It is my considered opinion -- based on 25 years of experience -- that if the above issues are addressed in the context of the "Factors Causing Failure" and "The Critical Factors for IT and ERP Investment Success" discussed in my book and on my courses (and now Webinars) that an extremely high value outcome can be achieved.  Please reply to this email with "Send book" in the subject line if you would like a copy of my book

On the face of it many of the items discussed above will increase the cost of an ERP implementation BUT all they are doing is exposing the real cost AND the real cost of a sloppy ERP implementation is orders of magnitude greater when evaluated in the context of business damage, damaged employee morale and lost opportunities -- as in the example cited above -- it only takes ONE new order that increases turnover by 25% to more than pay for the entire investment done right and done wrong you will never know you lost the opportunity.

print[MAKERATING] The comment feature is locked by administrator.
Sort by:
Return


Random Selection of Articles by Dr James Robertson

Sem 01 Why your Business Information System is NOT delivering and HOW to FIX it

A concise executive briefing directed at informing executives and senior managers with regard to the REAL issues in business information systems and the measures to take to obtain greater value from their existing investments
Std 009 Procurement: 01 Request for Proposal for Business Systems Solution

This is the heart of the tender and contains a large number of tough clauses that are directed at ensuring a realistic bid with a robust platform for realistic negotiation and a tough contract that is directed at ensuring performance

There is a more detailed version of this document at the end of this page for larger projects with a more detailed procurement process

Std 020 Procurement: 11 Schedule of Reference Documents

A key component of the approach is to assemble a pack of every single piece of paper, spreadsheet and screen shots and other information of every manual and computer based component of the business that the new system is to either provide or interact with
The documents handed out for general tender should be redacted and unsuccessful bidders can be required to return the file/s
A full set (NO redaction) must be issued to the successful bidder during the detailed discovery process -- redaction means to erase or otherwise blot out sensitive information
The covering schedule must indicate the level of importance of each item in the pack and whether it is a required deliverable
SNw 041 Strategic Essence: The Missing Link: Part 2 -- Differentiation

A fundamental component of strategy and strategy determination is differentiation, understanding how the organization differentiates itself in the market place and enhancing and strengthening those attributes is a fundamental component of creating high value business information solutions
SNw 059 Strategy: What is it?

This article examines the fundamental defintion of strategy as the Essence of the Organizaiton and HOW it THRIVES.

Subscribe to our StratNews newsletter

Click here to send us an email subscribing to our free newsletter -- all articles posted by James Robertson will be emailed to you

Dr James A Robertson PrEng The ERP Doctor

Business Systems NOT delivering?

Call the Business Systems Specialist

Dr. James Robinson

Dr James A Robertson -- has been involved in the effective application of Business Information Systems, including but NOT limited to ERP, since 1987 and in the profitable and effective use of computers in Business since 1981.

Drawing on a diversity of experience, including formal military training in Quick Attack techniques at the Regimental Commander level, Dr Robertson has developed highly effective methods of investigating any sub-optimal Business Information Systems situation -- be it an established system or a stalled project or any other source of Executive frustration -- quickly and concisely diagnosing the root cause of the problem and prescribing concise practical actions that Business Executives can effectively act on see the Pulse Measurement page and also the Sample Reports page for redacted real reports.

He has also developed highly effective methods of strategically enriching systems to unlock the full potential of existing investments, see the Precision Configuration page and couples this to architecting small pieces of clever software that harness the full potential of your investment, see the Software page.

If you are having problems with your systems, your project or your IT Department, call The Business Systems Specialist
James@James-A-Robertson-and-Associates.com

Business System Failure is RIFE -- we offer insight into why this happens AND WHAT is required to prevent it.

Failure is at epidemic levels with massive damage done to client companies -- if you are NOT aware of the extent of the problem please visit the About Failure page for a catalog of major failures running to billions of Pounds and Dollars.

All evidence indicates that the established players do NOT know how to deliver stable, reliable high value solutions that WORK.

There HAS to be a better way!

This website provides information relating to that way with a large collection of white papers, presentations, standards documents, etc that you can use to start bringing the situation under control

We also offer high level advisory services with regard to the application of the principles advocated on this website

We offer an ENGINEERING APPROACH to addressing these issues

Click here to read more about the Engineering Approach

By Engineering I mean the formal, structured, highly disciplined, highly systematic, highly practical approach that consistently delivers results in ALL areas of human endeavor where formally trained and certified engineers are the ONLY practitioners permitted to operate -- think large buildings, factories, motor vehicles, aircraft -- highly complex systems that work at a level that we take it for granted that they WILL work and where failure is all but unthinkable and, when it happens, attracts immediate public attention and rigorous investigation directed at ensuring that such failures are prevented in the future -- in fact, everything that the management consulting industry that implements complex software systems is NOT

This approach is discussed further on the Engineering Approach page.

Book -- The Critical Factors for Information Technology Investment Success

In 2003 I undertook an in-depth analysis of all the information and experience that I had gathered with regard to the factors giving rise to Business Information System failure including ERP and general IT and classified this information into a number of categories including "The Factors Causing Failure" and "The Critical Factors for Success" based on this I developed a two day Course "The Critical Factors for Information Technology Investment Success" which is still offered today.

Based on this I wrote the book of the same name, which is available in electronic form here for download:

Connect with James Robertson on LinkedIn

James has a very detailed profile on LinkedIn should you require further information about him.

You can also connect with him on LinkedIn at http://www.linkedin.com/in/DrJamesARobertsonERPDoctor

James has an open networking profile -- click on "Connect" and use email address James@LinkedIn-at-JARA.com.

Contact Us

You can contact us on

Email: James@James-A-Robertson-and-Associates.com

LinkedIn at http://www.linkedin.com/in/drjamesarobertsonerpdoctor

Facebook at https://www.facebook.com/james.a.robertson.393

Mobile: +44 (0) 776-862-2875

Landline: +44 (0) 207-059-0007

Fax: +44 (0) 844 774 4580

Articles by James A Robertson and Associates

There is a large body of white papers, articles and other content produced by Dr James Robertson available on this website

Please click here to visit the detailed listing of articles


Random Selection of Articles by Dr James Robertson

Cnf 067 Improving your strategic involvement in the business by actively engaging in the day to day running of your I.T. Systems and ensuring an effective I.T. Infrastructure is in place

Enabling executives to better understand their Information Technologies and thereby bring more effective governance to bear, addresses the direction that IT is taking, the basis for replacing systems and many other subjects

SNw 052 Robust Procurement: Part 3 - Exec Engagement, Bid Compliance, Adjudication and other matters

A discussion of the importance of executive engagement, bid compliance evaluation, a structured approach to bid adjudication and other matters
Cnf 084 ERP and IT in Strategic Management

The application of ERP and IT generally in strategic applications, how to configure systems from a strategic perspective and how to manage them from a strategic perspective
Cnf 087 Critical factors for strategic business improvement success

A discussion of the factors that give rise to general business improvement success drawing on my experience with business information system and ERP projects
SNw 047 Strategically Enriching your BIS: Part 2 -- Principles of Data Engineering

A discussion of the fundamental principles of data engineering which are vital to unlocking the full potential of your business information systems investment
Prd 043 Strategic Guidance and Advisory Services

Overview of the full range of services that are offered by James A Robertson and Associates

ArticleTagCloud for Articles Published by James A Robertson and Associates

7 steps to FIX your ERP      80:20 regarding software replacement      aborted projects      abstract      abstractness      accounting      actionable      adjudication      Advantage Data Transformer      advisory      agreement      all possible classifications      all reports      all software elements required      all spreadsheets      all tasks required to execute the project      Alpha Omega      analysis of data      analytics      animation      answers to the questions we have NOT yet thought to ask      Armscor      arrogant ignorance      art of strategic business information system project leadership      ASCO      attendance register      attorney      audit      audit cost reduction      bankrupt organizations      basis for achieving alignment      basis of payment      basis of pricing      better way      bid adjudication      bid adjudication score sheet      bid compliance      bid compliance checklist      bill of materials      bill of services      BIS      BIS failure      BIS success      boots in the mud      BPM      BPM dangerous      BPM distracting      BPM ineffective      brainstorming      break it until it does NOT break anymore      break it until it will NOT break any more      budget      budgeting      business engagement      business executives      business improvement      business information system      business information system failure      business information system success      business information system taxonomies      business information systems      business information systems procurement      business information systems projects      business integration      business intelligence      business intelligence models      business knowledge and experience      business participation      business process      business process mapping      business requirements focused      business requirements specification      business simulation laboratory      business systems      business systems laboratory      business understanding      by the book      care      case studies      case study      CEO      CEO -- project leader communication      CEO as custodian      CEO definite views      certificates      challenges      challenging presentations      change facilitation      change for strategic reasons      chart of accounts      classification schemes      clever software      client changing scope      client compact      clinical codes      coaching      Cobol      COBOL CAN be retained      Cobol still viable      code schemes      coding conventions and standards      cognitive span      collapse      communication      competitive advantage      competitive advantage through precision configuration      competitiveness      compiler      complexity      compliance      compliance checklist      comprehensive testing      Compuware      conference speaking      conferences      confidentiality      configuration      consultant NOT delivering what required      contract      contract certificates      contract law      contracting      contractors      corporate planning      cost      cost-quality-time      CPT 4      CPT4      critical factors      critical factors for IT investment success      critical factors for success      critical factors for technology success      critical human foundation      critical issues      critical issues analysis      critical requirements      CRM Risk Control      cubic business model      custom development      custom software      customer focused      data      data content      data engineering      data entities      data warehouse      DB2      definitions      design against failure      design and development      design for success      determination of strategic essence      determining strategy      diagnostic code      diamonds in the dust      differentiated      differentiation      diffusion of innovations      discovery      dislike of failure      dispute resolution      do NOT change systems because of alleged software redundancy      do things competitors could NOT do      document pack      Dr James A Robertson      Dr James A Robertson PrEng      dramatic benefits      dramatically improved strategic management information      driver of success      Dunning-Kruger effect      ease of use      economic collapse      economics      effective communication      effectiveness      efficiencies      efficiency      efficient filing of emails      eliminate light bidders      email      engineer against failure      engineered data      engineering      engineering approach      engineering approach to strategy      engineering failure      engineering laboratory      engineering services      engineering solution design      engineering techniques      enhance differentiators      enhance the differentiators      enhancing the value of your present investment      ensuring project success      enterprise resource planning      ERP      ERP configuration      ERP failure      ERP procurement      ERP success      ERP taxonomies      ERP value      essence IS different      essence of business      essence of the business and how it thrives      ethics      examples      exceptionally bad code design      executive briefing      executive briefings      executive custody      executive decision support      executive engagement      executive forum      executive frustration      expose hidden agendas      facilitation      factors causing failure      factors causing IT investment failure      factors causing technology failure      factors to manage for success      failure      failure to address soft issues      fashion      file table of contents      Financial Information System      financial information systems      financial management      fixing your ERP      focus for projects      folder design      foundation for delivery      full training      functional entities      future      Gantt Chart      gap analysis      general ledger      George Paton      go-live      go-live certificate      governance      governance = care      governance failure      group consolidation      Group Consolidation Chart of Accounts      growth      gut feel factors      hand holding      harshest judge of governance      hate failure      head count reduction      health management software      hierarchies      high level requirements      high road      high value      high value implementations      high value solutions      high value systems implementation      highly effective chart of accounts      holistic view of solution      how do you achieve executive custody      how the organization differentiates itself      how to      how to do it      huge opportunity      human foundation      hype      Hyperion      IBIS      ICD 10      ICD10      importance of executive custody      improved management information      in-box rules      incremental enhancement of existing systems      ineffectiveness      inefficiency      information required from third party suppliers      information technology      information technology failure      Information Technology Strategy      information technology success      Informix      in-house courses      innovative software solutions      innovator      inside head of CEO      insightful      instructions      intangible      integrated business information system      integrated view of business      integrity      intelligent data      interactive training material      interview      invitation to bid      isolated CEO = explosion      IT      IT and strategy      IT Audit      IT failure      IT governance      IT lies      IT management      IT mythology      IT non-performance      IT people who lie      IT personnel socialization      IT procurement      IT projects that fail      IT strategy      IT systems      IT systems procurement      IT the harshest judge of governance      James Robertson      Jof Nelson      key performance indicators      Kirsten Speer      knowledge management      laboratory      lack of an engineering approach      lack of precision configuration      lack of strategic alignment      lawyer      leadership      legal agreement      legislation      lies      list of required software      listen carefully      litigation      logical entities      loss information      low road      loyalty      MacDonald      maintain code schemes      maintenance      maintenance management      Malcolm McDonald      management      management information      managing contractors      manual      marketing hype      master data      master data classifications      master test data      mature facilitation      mature facilitator      measurable      measures of alignment      mentoring      Microsoft Outlook      misrepresentation      missing link      mistique      morals      Munich      mystique      mythology      new future state      New South Africa      no drill down      non-disclosure      NOT classic project management      obsolete is a fashion statement      obsolete software      old software IS viable      once software works it always works      on-line seminars      opportunities      opportunity to turn the economy around      organizing Microsoft Outlook      orientation of IT staff      own business experience      passion to enable clients to thrive      people are part of the system      personality matrix      planning      platform for a tough contract      precisio      precision      precision configuration      precision configuration advisory      precision configuration leadership      precision data      precision taxonomies      Predictive Index      preparatory steps      prescribed table of contents      presentation technique      presentations      preventing failure      preventing falure      preventing project failure      pricing      principles      problem statement      procedure code      process      processor ignorant of language      procurement      procurement timeline      professional speaker      Professional Speakers Association of Southern Africa      profitability      programming languages are for the programmer      project facilitation      project leader      project leader -- CEO communication      project leadership      project management      project management IT project management      projects      prove it works      PSASA      psychology      psychometrics      public conferences      public presentations      public speaking      Pulse Measurement      quality      REAL issues in Business Information Systems      REAL value      recognizing failure      redaction      reduced audit costs      reduced head count      reference documents      Reg Barry      regulatory body      relationship Almighty      relationship orientated      remediation of existing systems      Rennies Group      reports      reports not reliable      request for proposal      requirements specification      results orientated      RFP      right things      rigorous process      rigorous strategic planning      risk management      Robert Priebatsch      robust business information systems procurement      robust business systems procurement      robust contracts      robust procurement      robust solutions      SAICE      SAP ABAP is similar to COBOL      scheduling procurement      scientific professional      score sheet      screen design      seminars      SEPT      service orientated      Service Orientated Architecture      simple techniques to enhance business information systems value      simulation      sloppy configuration      SOA      socialization      software      software assets      software design      software does NOT wear out      software is instructions for the bricklayer      software schedule      software specification      software specification standards      solution experience      solution knowledge      South Africa      South African Institution of Civil Engineering      speaking      Spirit Led      standards      strategic      strategic advisory      strategic alignment      strategic analysis      strategic analysis and design      strategic business improvement      strategic custom development      strategic definition      strategic discovery      strategic driver      strategic driving force      strategic engineered precision configuration      strategic engineered precision taxonomies      strategic essence      strategic financial information      strategic gap analysis      strategic governance      strategic information      strategic management      strategic management information      strategic plan      strategic planning      strategic project leader      strategic snapshots      strategic software      strategic solution architect advisory      strategic solution architect leadership      strategic solution architecture      strategically designed chart of accounts      strategy      strategy defined      strategy focused planning      Strategy Snapshot Toolset      StratGap      StratSnap      strengthen differentiators      structured analysis      structured chart of accounts      substantial management information      succeed by engineering against failure      success      successful deployment      survive      system knowledge and experience      table of contents      tailored presentations      take notes      taxonomies      taxonomy      taxonomy software      technology      technology failure      technology issues      technology management      tender document pack      tender pack      tender pack table of contents      test data      testing      The Critical Factors for Information Technology Investment Success      the Critical Factors for Success      the essence of the business      the essence of the business and how it thrives      the essence of the organization and how it thrives      the factors causing failure      the first hour      The REAL Issues in Business Information System success      things right      third party suppliers      third world countries      thrive      time      tipping point      tough certificates      tough contract management      tough contracts      tough procurement      tough terms      training      training material      treatment code      understanding of data      understanding the engineering approach      Uniface      unlocking value      use different languages for new components      V3 Consulting Engineers      validation data      value      versus process      video      webinar      webinars      weighted factors      what is executive custody      what is strategy      what is the essence of this organization and how does it thrive      what to do      where is IT going      why executive custody is required      why the organization exists and how it thrives      why your business information system is NOT delivering and HOW to FIX it      why your ERP is NOT delivering and how to fix it      workflow      writer     

Search Articles

Table of Contents

Home

About Dr James A Robertson PrEng -- The Business Systems Doctor -- and Other Topics

Catalogue of Major Business Information System Failures

About the Engineering Approach

James Robertson's Value Add

Attributes of a HIGH VALUE solution

Recognizing Business System Failure

The Critical Human Foundation

Old Software IS Viable

From South Africa

Competencies of Dr James A Robertson PrEng

About Professor Malcolm McDonald

Table of Contents

About my relationship with the Almighty Creator, Yah the Eternally Self-Existing

Comments relating to the Business Systems Industry and other topics

Testimonials and other positive material regarding James Robertson

Reference Articles

List of Articles

Article Catalogue

Achieving High Value Business Information System outcomes

Executive Custody -- What is it and HOW do you get it?

The REAL Issues in Integrated Business Information System Success

Part 1: Introduction

Part 2 -- Mythology and Lack of Executive Custody

Part 3 – Strategic Alignment and Precision Configuration

Why your ERP is NOT delivering and HOW to FIX it

IT Project Management

Pulse Measurement

CEO Anthony Lee Comments on his experience of the Pulse Measurement

No Charge Guarantee on the Pulse Measurement Service

Examples of Pulse Measurement Outcomes

Critical questions regarding the Pulse Measurement™

The Pulse Measurement Workflow

The Critical Factors for Business System (ERP+) Investment Success in the Pulse Measurement

Indicative Pulse Measurement Durations

What is a JAR&A Pulse Measurement?

Survival of the fittest – why it makes sense to measure the pulse of your business

Examples of Pulse Measurement Outcomes over 24 years

Sample Pulse Measurement Reports

Strategy

Strategic Essence: The Missing Link in Business Information Systems

Strategic Essence: Overview

Strategic Essence: Part 1 -- Strategy Defined

Strategic Essence: Part 2 -- Differentiation

Strategic Essence: Part 3 -- The Essence IS Different

Strategic Essence: Part 4 -- The Essence should be the Point of Departure

Strategic Essence: Part 5 -- Discovering Strategic Essence

Strategy -- the Essence of the Business: What is it and how do you develop actionable strategic plans?

Simple Steps to Increase the Strategic Value of your ERP Investment

Free Strategic Snapshot Toolset and Manual

A strategy focused planning system beyond traditional budgeting

Tough IT and ERP Procurement and Contracting that Works

Robust Business Systems Procurement

Part 1 -- Introduction

Part 2 -- Bill of Services, Laboratory, Go-live Certificate, etc

Part 3 -- Executive Engagement, Bid Compliance, Adjudication and other matters

Procurement Documents

Guidance and Advisory Services

The Art of Project Leadership

Why Regular Communication with the CEO is Vital

The Business Simulation Laboratory

Precision Configuration and Strategic Business Information Architecture

Precision Configuration based on Strategic Engineered Precision Taxonomies

The JAR&A Cubic Business Model

Highly Structured Strategic Chart of Accounts -- a Vital Element of your Corporate Information Arsenal

The Product Catalogue -- an Essential Element of any Precision Configuration

Attributes -- answers to the questions you have NOT yet thought to ask

Case Studies of Notably Successful Projects with high value Precision Configuration

092 Doing things differently and better -- ASCO Case Study 2-- BPM Summit 2013

088 Strategic ERP Invesment -- ASCO Case Study -- Service Management Conference and Exhibition Africa

026 Information Architecture and Design of FIS for Rennies Group -- Financial Information Systems Conf

018 CRM Risk Control: Designing and Implementing an Integrated Risk Mgmt Sys -- Integrated Risk Mgmt Conf

011 V3 Consulting Eng: Benefits of MIS to Professional Practice -- SAICE 15th Ann Conf on Computers in Civil Eng

Strategically Enriching your Business Information Systems

Part 1 -- Introduction

Part 2 -- Principles of Data Engineering

Part 3 -- Steps in applying these recommendations

Simple Steps to increase the strategic information value yield from your Business Systems Investment

The Full JAR&A Taxonomy Manual

Part 1: Introduction, Problem Statement, Definitions and Examples

Part 2: Why Use JAR&A, Required Knowledge and Experience, Cubic Business Model and Chart of Accounts and Taxonomy Software

Part 3: How to do it, Case Studies and White Papers and other References

Example General Ledger Manual

Business Process -- Irrelevant, Distracting and Dangerous

The RIGHT Approach

Custom Strategic Software Design and Oversight of Construction

Standards for Custom Software Specification

What IS Software?

IT Effectiveness

Organizing Outlook

Critical Factors for I.T. Success

A Moral and Ethical Dilemma -- Systems that Fail

Case Studies examining Business Information System failures

The BBC Digital Media Initiative Debacle

The Bridgestone -- IBM Conflict

Speaking and Training

Showcase of Conference Presentations

Most Viewed Presentations

Briefings and Seminars

Why your ERP/BIS is NOT delivering and HOW to FIX it

ERP and IT Procurement that Delivers Results

The Critical Factors for IT and ERP Investment Success

Other Seminars

Conferences and Public Presentations

Conferences 80 to 99 -- 2009 to Present

Conferences 60 to 79 -- 2005 to 2009

Conferences 40 to 59 -- 1996 to 2005

Conferences 20 to 39 -- 1994 to 1996

Conferences 01 to 19 -- 1989 to 1994

On-Line Seminars (Webinars)

Webinar on Preparing and Presenting Webinars

Contacting James A Robertson and Associates Limited