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

Cnf 082 A strategic approach to corporate planning, management and governance

Considerations with regard to governance of information technology and business systems taking account of the abstractness of information technology solutions
Sem 02 ERP and IT Procurement that Delivers Results

Much of what goes wrong with business information systems is that the procurement process is NOT robust enough to filter out lightweight and doubtful bidders and does NOT result in a tough contract that has the teeth to ensure that the successful bidder delivers on their sales promises
Sem 04 7 Steps to FIX your ERP

A new element recently added to a number of existing seminars and presentations outlining seven practical measures that can be taken to FIX your ERP or other business information system
Cnf 088 Strategic ERP Investment -- ASCO Case Study

Case Study of a very successful ERP Implementation that generated lasting strategic benefit through competitive advantage resulting from  rigorously designed Precision Configuration and associated custom software, joint paper with the CEO and major shareholder of the client, African Sales Company

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 078 The New South Africa -- Why Engineering Fails

Technology failures are the consequence of human error or negligence, the presentation discusses the fundamental reasons why technology projects fail in the context of the requirements of engineering in the New South Africa
Cnf 076 The Problem of IT Mythology and Mystique - Bringing IT Audit Down to Earth

The real issues in IT Audit, cutting through mythology and mystique to examine the factors that should really be examined in IT Audits, ranging from strategic alignment and governance through to effective IT staff alignment with the business through boots in the mud socialization
SNw 046 The Real Issues in BIS: Part 2 -- Mythology and Lack of Executive Custody

Information Technology Mythology, the wide spread of marketing hype driving misrepresentation of the business information systems environment coupled with lack of integrity and other factors that result in the industry generally failing to deliver on its promises, together with Executive Custody, the ownership of integrated Business Information Systems by the CEO of the business are discussed
Cnf MVw Most Viewed Presentations

The following presentations are those that have been most viewed since posting on Slideshare giving some indication of where the focus of interest lies

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

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

Article Categories

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

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      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 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      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      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

Search

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