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

The Chart of Accounts is generally NOT understood and is regarded as a simple list of accounts, some organizations develop some level of structure but generally there is a failure to understand just how powerful an information resource a really well designed Chart of Accounts can be


Underpinning the Cubic Business Model are a suite of highly structured taxonomies relating to the Divisions, Locations, Functions and Accounts

Each is designed from a Fundamental First Principles perspective to accurately model the business from a strategic executive perspective focused on the essence of the business and how it thrives and each uses highly structured taxonomies to ensure that the strategic focus of the Executive Team is accurately captured in the logic of the Master Chart such that the Master Chart can be rolled up typically over about five to ten levels of hierarchy permitting a highly summarized view to be instantly exploded into a highly detailed view with a strong executive strategic focus

The following diagram shows the headline summary of a Chart of Accounts for a relatively small enterprise:


                       


Selective drill down to detail on the same chart of accounts is as follows

                      

 

Note the very specific conventions in terms of indents, coding, delimiters, trailing periods, etc

Every one of these conventions has been developed and refined over a period of more than 20 years to arrive at an extremely powerful approach to configuring the General Ledger in a highly effective and powerful strategic manner with the correct facilitation

Contrast the above example with the following example of one of the worst Charts of Accounts Dr Robertson has seen


                 


Notice the lack of logic

Account descriptions that could be Assets or Expenses

Account bins that are huge and run to huge volumes of transactions on a monthly basis

This client declined to go with JAR&A, went with a big brand Accounting Firm allied consultancy and have now shut up shop where they could potentially have been highly profitable today if they had gone with your approach

The principles that Dr Robertson has developed really are THAT fundamentally differentiated


Contact us to see how we can assist you to develop a high value Chart of Accounts James@James-A-Robertson-and-Associates.com


Overview of Precision Group Consolidation Chart of Accounts from JAR&A

The headlines of the approach are as follows:

1.  Proven concept since 1990

The basic principles were discovered in 1987 when building a very tightly integrated ERP solution from the ground up.

The more detailed principles of the Group Consolidation approach and the Cubic Business Model were developed during a 1,000 hour Research and Development project in 1990.

The full approach to hierarchical coding was refined and polished during a systems project in 1992.

The overall approach was applied highly successfully at V3 Consulting Engineers in 1991 / 92 – see separate white paper case study Benefits of Management Info Syst.pdf and then in a Group Consolidation Chart of Accounts for Rennies Group, see separate case study Information Architecture for FIS.pdf

The approach as currently advocated has been refined further in the last two years with clients including Foodcorp, MoreGolf, Kangra Mining, Autocast and Transport Holdings.


2.  Consolidation at the “touch of a button”

The logic of the code design enables the production of a consolidated enterprise wide view of the financial data simply by loading all Trial Balances into a single database.  At present there is a third party database available and we are currently extending the software to create much richer functionality with primary focus being monthly rich consolidated financial reporting and analysis – see point 7.


3.  Slice and dice, drill-down and roll-up in the data

The highly structured, very precise hierarchical taxonomies that define the different dimensions of the code scheme ensure that the ability to slice and dice, drill-down and roll-up the model are inherent in the data codes themselves thus freeing resources for much more sophisticated analysis, modeling and planning than would otherwise be possible.


4.  Sophisticated Cubic Model construction software

The precision of the code scheme is made possible by the use of innovative custom software, now in its third generation.

This software fully understands the logic of the Cubic Business Model and the hierarchical code schemes and provides a tool for building the model, mapping existing accounts for data warehouse transform purposes and soon to be released, functionality to maintain the code scheme precision in operation – further refinement is in the offing.


5.  Strategic facilitation by highly experienced facilitator

The tool and the concept are reliant on a highly experienced facilitator.  James Robertson the originator of this approach will personally facilitate any project at this stage although measures are afoot to train further facilitators and our medium term goal is to reach a point where we have a sufficiently comprehensive and intelligent tool-set that we can start to train third party implementers in the technique.

The method will always require the services of a mature and experienced business analyst in order to achieve its full potential.


6.  Logic and data NOT technology

It is vital to understand that the essence of this method, while using sophisticated software as a tool, is first and foremost a logical data structuring method and not a formal technology – the essence of the solution relies on expert understanding of the method and ability to understand the business.

We do NOT have to be experts in accounting or your business – your organization has those experts – we are experts in the approach, hierarchical design, coding, etc and we rely on your expertise to enable us to tailor the solution to your business requirements.


7.  Supported by a leading edge future software concept

We have developed a comprehensive high level design for a suite of software that will provide XBRL tagging, financial report writing, graphical analysis, matrix enterprise analysis, attribution of revenue and overheads and budgeting and planning capability.  We aim to roll these modules out in prototype form depending on our order book – the more orders we obtain the faster the development of the software will progress.


We are confident that this approach will redefine the way you look at your financial data and open the door to massive competitive advantage.


I look forward to the opportunity to discuss this offering with you -- James@James-A-Robertson-and-Associates.com


Stages of a Strategic Engineered Precision Chart of Accounts

The following are the stages in the development of a Strategic Engineered Precision Chart of Accounts based on the Cubic Business Model approach:


1. First session – orientation, theory, development of headline Divisions, Locations, Functions and Accounts – a lot about the facilitator learning about the business and the business learning about the approach – this session MUST involve executives – first few sessions involve a substantial learning curve for both teams (client team and facilitator/s)


2. Flesh out the Chart of Accounts, etc with the Chief Financial Officer assisted by the Senior Financial Manager


3. Review with key operational finance personnel – demonstrate concept of hierarchy using filters on Divisions, Locations, Functions and Accounts in Excel


4. Take through to concept business model to demonstrate principles


5. Step right back, second iteration, may need to restart from scratch or perform major surgery, code and check levels on filters – Divisions, Locations, Functions and Accounts


6. Build master sub-sections for people, assets, products, customers, projects, mobile plant, sister companies, etc, as required to fully model the full complexity of the business and provide summarization logic for other modules – iterate with other modules


7. Flesh out to full detail, suffixes, flags, etc


8. Tic master chart against existing charts of accounts – may necessitate major surgery, additions, restructuring


9. Code and review filters, make sure each level or report is correct, restructure as necessary


10. Final review and approval of all lists – Divisions, Locations, Functions, Accounts – may take several iterations to get to this point


11. Commence construction of the cubic model – start with the matrix, add items as required, software is vital for this


12. Select applicable accounts for each Location – Function cell of the cubic model


13. Internal review of the accounts per cell, ensure these are exactly the accounts that the owners of each cell have management and supervisory control over – likely to be significant refinements – this is a governance model


14. Detailed mapping of existing Chart of Accounts onto the new Chart of Accounts, revisions as necessary – expect two iterations as a minimum, almost certainly will be items to add


15. Final adoption of the full Chart of Accounts at all levels of management


16. Outline full suite of standard financial reports based on standard column and row detail examples – build on the V3 reference document as a starting point


17. Refine standard report designs


18. Use software to generate a full library of standard reports with all permutations by cell, by location, by range of locations, by function, by range of functions, by division, by range of divisions at different levels of summarization by hierarchy – provide library software to track reports


19. Review and revise reports if necessary


20. Deploy GL and reports – training, etc


21. Design and build data warehouse with standard ETL, etc


22. Map history onto new logic in data warehouse in a separate set of tables so that new logic is not corrupted


23. Build standard multi-dimensional business intelligence view, drop down lists of Division, Location, Function, Account with options to select ranges according to hierarchy and a wide variety of standard views in terms of graphs, lists, matrix view, etc


24. Iterate as necessary to get models working


25. Develop more complex business intelligence economic and other models with forecasting and correlation capability – understand the business far beyond historical capability



Random Selection of Articles by Dr James Robertson

Std 024 The ART of Strategic Business Information System Project Leadership

The general tendency is to think in terms of Project Management for business information systems projects and the reality of many business information systems Project Managers is that they are administrators rather than strategic leaders.  This article discusses the role of the Strategic Business Information Systems Project Leader as effectively an interim executive who reports directly to the Chief Executive and acts as an advisor, agent and proxy for the CEO in managing the entire integrated business information systems project to achieve a high value business outcome

Std 028 Why Regular Communication between the Project Leader and the CEO is Vital

A business information systems project that extends across the full ambit of the organization is almost certainly the most difficult and most challenging project that any organization can undertake.  This MUST be driven by the CEO as custodian and supported by a highly experienced and very mature Project Leader.  These two people must communicate constantly and effectively in order to ensure that they remain aligned to give the CEO the solution that is required
SNw 043 Strategically Enriching your BIS: Part 1 -- Introduction

Introduction to the principles of precision configuration and strategically enriching your business information systems
Prd 041 Strategic Snapshot Toolset

The StratSnap toolset has been developed over 24 years and owes its conceptual origin to Professor Malcolm MacDonald's Exmar software

It is a very effective Critical Issues based Strategic Analysis tool that has a diversity of uses as discussed on the Strategy page

The spreadsheets are now over ten years old and need a significant refresh and may require tweaking with the latest versions of Excel

For that reason I am giving them away free on a NO warranty basis for you to try out and use as you see fit

I offer comprehensive facilitation using this tool with insight and technique refined over the 24 year period
Cnf 063 Information Technology -- The Harshest Judge of Governance

Information Technology projects fail frequently and one of the key aspects of failure is a failure of governance with particular emphasis on executive custody, this presentation discusses the importance of executive custody and associated governance in achieving high value business information system project outcomes and also discusses a number of other related factors including strategic alignment

Dr James A Robertson PrEng The Business Information Systems 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.


Random Selection of Articles by Dr James Robertson

Cnf Shw Showcase of Conference Presentations

The following presentations  best represent my conference speaking experience and technique each presentation is tailored to the subject matter of the conference, all follow the same broad theme of the importance of strategy, the factors that cause failure and the critical factors for success, most relate to the Business Information Systems / ERP / IT field although some branch out into related topics drawing relevant parallels as a former member of the Professional Speakers Association of Southern Africa and former Toastmaster presentation technique, animation, etc are reasonably well developed and refined -- I specialize in talks that at some level challenge the status quo and raise the bar in the subject under discussion

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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

ArticleTagCloud for Articles Published by James A Robertson and Associates

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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