I am continuing to see that virtually no-one is “getting” the value of what I am talking about.
I see a picture of something that is so valuable it is almost beyond belief and, so, almost nobody believes me and I am not sure that anyone understands me fully!
Following is a stab at some questions that I need to have answers to -- I think:
1. Is it REALLY different?
Why is the James A Robertson and Associates Strategic Engineered Precision Configuration approach based on Precision Taxonomies REALLY different?
Answer: Because it comes from a TOTALLY different point of departure – first principles engineering coupled with zoology, research, analysis of complex data, economics, software design and development, military combat planning training and administrative training, leadership, psychology, ore body modelling, mine design, etc – all mixed together without any formal exposure to the methods used by all the major players who have ALL cross pollinated one another with a particular paradigm that they are UNABLE to see out of
2. Who do YOU think you are James?
What on earth makes you (James) think that one man can have developed an approach that he claims is so radically better and yet no one else appears to understand it or see the need for it?
Answer: Somebody who has only recently realized that what I do is RADICALLY DIFFERENT AND BETTER to what everyone else is doing – I really only started to realize this was so much different and better about three years ago and it is only in the last year that I have really come to start attempting to fully understand what I do and how I do it and how it creates value – so I have hardly marketed this at all
3. What about all the major players?
Surely all the massive firms out there are capable of figuring this out? – there must be something that James is missing!
Answer: They are virtually ALL / ALL? locked into a paradigm that blocks them from understanding what I am saying – they cannot imagine that there is a RADICALLY BETTER way of implementing ALL the big brand ERP systems – it would be a massive admission of failure and most of them are NOT yet ready to admit that most of their implementations ARE failures – largely because they do not have this benchmark to compare against – nearly everybody is scared to hold up their ERP implementation against the promises that were made by the salesmen because nearly everyone knows they have fallen horribly short
4. What do you as an ENGINEER know about these things?
What does an engineer understand about economics or accounting or about ERP generally – that is the preserve of accountants and computer science people?
Answer: As a consequence of a diversity of factors that saw me exposed to all the things mentioned above (first principles engineering coupled with zoology, research, analysis of complex data, economics, software design and development, military combat planning training and administrative training, leadership, psychology, ore body modelling, mine design, etc – all mixed together without any formal exposure to the methods used by all the major players) AND saw me kept away from the traditional approaches used by the major players I have STUMBLED upon this approach over the last thirty years and finally am pulling it together today (2012)
Also, IF you are religious, I prayed to the Almighty for wisdom and understanding every day from the age of 12 to the age of 40 which is when I started doing this stuff
5. Why does this NOT sell?
If this is so valuable why is it not selling like hot-cakes? Why is almost no one buying it? Why is James NOT a billionaire?
Answer: Because I only realized it was unusual about three years ago and only really started to TRY and sell it about two years ago and I have been discovering that things that seem obvious to me are NOT obvious to anyone else and I have been doing projects and making mistakes and analysing and learning lessons and writing and writing and writing and I think I am now fairly CLOSE to be able to succinctly present this to clients in such a way that they will buy and also this needs very specialized software and we are slowly developing that software
What is this about software? How can you need software to configure an ERP AND to manage that configuration?
Answer: The whole approach uses a gamut of standards and conventions that I first developed in 1990 and which have been refined and polished in the ensuing years – these standards of taxonomy and code design require levels of consistency and precision that can only be reliably built and maintained by using software AND they lend themselves to the use of software to build more precise and powerful information models in the hierarchies and code schemes
7. So you are saying that the mainstream ERP products are NOT differentiated?
So, you are ACTUALLY saying there is virtually nothing to differentiate ERP’s and so the reason that “19 out of 20 ERP Implementations are NOT delivering what was promised” is because 19 out of 20 ERP implementations are configured in a manner that is completely wrong?
Answer: Yes, I am – I have been exposed to a wide diversity of sub-optimal to highly sub-optimal ERP implementations measured against my benchmark and when viewed through my lens all these products look basically the same – they are full of gimmicks but the fundamentals of how human beings interact with each other and with products and the world around them are ALL at a fundamental first principles level the same so ALL the big brand ERP’s look the same to me – using my techniques I can understand how to configure any ERP within a few days because I understand the fundamentals and can therefore extrapolate from my past experience to new software products
8. A NEW WAVE???
So you are saying this is a TOTALLY NEW wave of business information management?
Answer: Well …
if you put it that way …
YES, I AM!!
What I am advocating measures about 30 on a scale of 0 to 10 applied to other ways of implementing ERP – I am saying that what is delivered using my methods is AT LEAST 300% better than traditional methods when measured on the basis of executive strategic effectiveness and efficiency and on the basis of operational effectiveness and efficiency and I am probably under estimating that ratio, the value could well be EXPONENTIALLY greater but at this stage I cannot prove it
It is a RADICALLY NEW way of doing ERP which offers MASSIVE benefits to those who are prepared to make the substantial investment that is required to do it this way (but long term it COSTS MUCH LESS and generates much MORE VALUE)
I hope my answers to these questions have helped you to better understand what I am saying
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Business Systems NOT delivering?
Call the Business Systems Specialist
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
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
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.
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:
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.
You can contact us on
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
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
A simple confidentiality and non-disclosure agreement which you can tailor and elaborate on as you see fit and which may vary depending on your legal jurisdiction and your attorney. I recommend that this initial document is kept simple as you want ALL persons attending the initial tender briefings to sign this
You would possibly have a much more comprehensive agreement for your short list bidders and possibly more comprehensive still for your final choice although I personally hold that very detailed documents of this sort tend to be excessive
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
List of Articles
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
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
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
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 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?
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
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