The Real Issues in Business Information Systems: 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

The Real Issues in Business Information Systems: Part 2 – Mythology and Lack of Executive Custody

Links to previous articles at the end of this article

The first article in this thread summarized the seven factors that cause failure, as well as the seven critical factors for success with regard to Business Information System implementation.

These factors are vital in understanding situations such as those that have recently occurred at BMW and Bridgestone , and numerous other companies around the world.

They are vital to understanding why the business systems industry is, in large measure, going in the wrong direction.  There is significant evidence that the industry is getting better and better at doing the wrong things.

The figure below summarizes the seven factors causing failure.

The Factors Causing Failure

This article presents the first two factors that cause failure in more detail.  These factors are Mythology and Lack of Effective Executive Custody.

The percentages are roughly indicative of the relative frequency of these factors in causing sub-optimal and failed outcomes:

1. Mythology, hype and tradition -- 30%

Mythology relates to a wide diversity of issues in terms of common practices that give rise to major problems, but which cannot be classified technically.  The main components of mythology are:

1.1. Any implementation firm will do

Different implementation consultants will achieve radically different results.  Every piece of software in existence can be configured well and therefore utilized in high value ways, or it can be configured badly and, in many cases fail to work at all.  If the effectiveness of implementation is scored in terms of business value on a scale of 0 to 100, the most effective implementation will deliver a business outcome of 100. The majority of implementations are scoring in the area of about 5, whilst 100 probably does NOT exist anywhere on the planet today.  The worst implementations can and do destroy businesses.  This is not understood by most clients and therefore implementers are selected on the basis of inappropriate criteria that result in highly sub-optimal outcomes.

1.2. Hype and technology obsession

A sales hype driven industry that punts technology and makes claims that are unfounded, unprovable and seldom realized because implementations are tackled in the sub-optimal manner mentioned above.  Uses terminology like "vanilla" that is totally meaningless but which creates mystique.

1.3. Lies and deception

Outright lies, an industry where a significant number of sales proposals contain outright lies, deliberately understate costs, exclude items in fine print against future "upselling", etc.

1.4. Transfer of blame to the client

Much of the industry has a culture of blaming the client.  Projects are structured and run such that client personnel are manipulated into playing roles and taking on responsibility that in any other industries (e.g. construction) are the responsibility of specialist contractor staff.  When things go wrong, it is always the clients' fault and the client has to pay.

1.5. Tradition and failure to learn from mistakes

The problems that are experienced have been broadly the same for the last twenty years at least.   About 70% of projects fail outright and never reach production.  At most 5% meet client expectations and these numbers have not changed or, according to some, are getting worse.  The industry fails to learn from its mistakes and continues to seek to get better at things that do not work, rather than from a perspective of making money.

1.6. "Change of Scope"

The concept of "change of scope" is an almost universal ill, even on supposedly fixed price contracts.  The implementer determines the requirement in a sloppy fashion, documents it in a sloppy fashion, has the client "sign off" on it (in a sloppy fashion) and then, when it does not work, hits the client with claims of "change in scope",, with additional costs as an end result.

1.7. Incompetence pays best

One of the reasons why the incompetence inherent in what is described above does not go away is that it pays better than doing the job right.  A well configured and commissioned system will require limited support, which can be provided by in-house personnel.  A badly configured system requires ongoing "expert" support because nobody in the client organization really knows how the system works.  It also requires continuous custom development in order to provide answers to problems that should be catered for by the core systems.  By doing this implementation houses generate substantial "annuity income".  This highly profitable incompetence makes it extremely difficult for large sectors of the industry to change their approach.

1.8. Inappropriate personnel

Because of the above phenomena it is not that important who does the work (it will be sub-optimal anyway) and so personnel with limited relevant knowledge and experience are employed.  Frequently these under qualified personnel are allocated to the project full time for months.  This gives rise to something that I call "the audit model".  System configuration and commissioning is fundamentally an engineering endeavour, but it is seldom run like that.  Where engineers are involved in business systems projects, they are often sucked into the wrong thinking of those who subscribe to the bad practices described in this and other sections.

1.9. Process obsession

One of the greatest myths relates to "business process" -- really business workflow.  We are going to demolish the bridge and build a massively bigger and better bridge and associated infrastructure, so we undertake detailed measurements of the old winding road through the gorge in order to determine how to build the new bridge over the gorge.  This is an interesting money printing phenomenon.

What is required is "strategic discovery", understand the essence of why the organization exists and how it thrives.  This should be coupled to headline documentation of the current "way we do things round here" in enough detail to inform the new design.

Then design the new solution to achieve the long term goals of the business (five years plus) with strategic essence (thrive) focus.  Yes, we do need to know how the business functions, but the most important consideration is how we want it to function in the future, and this should be prescribed by the executives and senior managers of the organization as part of the solution design.  Detailed flow charting, "swim lanes" and the like are a total waste of time and money.  Remember that "thrive" is about gut issues, intuition, not workflow so "process" is simply not as important as the industry believes.

Mythology -- Summing Up

These factors individually and collectively result in the client being intimidated and frequently "bamboozled" into paying unnecessarily and for unproductive and unnecessary services that produce little or nothing of lasting consequence.  In many cases client expectations have been "dumbed down" over the years.  Robust procurement methods coupled to tough contracts and certification of compliance are an essential prerequisite to preventing Mythology from taking hold.  Ongoing monitoring of the project for signs of Mythology and rooting out of Mythology when it occurs is also critical.

2. Inappropriate or ineffective executive custody, governance and corporate policy -- 19%

The next most important factor giving rise to failure relates to corporate leadership, executive custody, overall project and system governance, and corporate and project policies.  The major elements of this factor are:

2.1. Inappropriate executive sponsorship

Most business system implementations of any significance should be implemented with a strong strategic, "thrive" focus.  This necessitates executive oversight.  On a division specific project, with little or no interaction with the rest of the business, the divisional executive should be the sponsor.  The moment that the system straddles multiple business units, divisions or functions, the human and business integration of the system becomes paramount.

As the Chief Executive is the custodian of the integrated view and management of the business, it follows that the Chief Executive must be the sponsor of any major integrated business information system project.  This is non-negotiable and failure to recognize and respect this system principle contributes to many sub-optimal and failed outcomes.

2.2. Lack of a Strategic Systems Advisor to the sponsor

The strategic application of systems in the best interests of the client should be directed by the Chief Executive or sponsor guided by a part time or full time Strategic Advisor depending on the scale of the project.  The Advisor should be in a staff advisory position or a contract position with little or NO line responsibility.  They should have decades of experience with the effective strategic application of business information systems, and NO allegiance to particular software products or implementers before a system and implementer are chosen.

This role is comparable to the lead architect in the design of a prestige office building.  They take direction from the client executive and give direction without fear or favour in the best interests of the client.  This person moderates and, where necessary, counters and directs the implementer in terms of the optimal strategic business outcome.  They serve as a translator to the sponsor and the business.  The tension that results is a necessary part of this role, and they must be supported by a strong Contract Manager to handle conflict, as strategic thinkers are seldom good at handling conflict themselves.

2.3. Inappropriate management of the project

Various forms of inappropriate management occur:

a. CIO or IT Manager drives the project

A corollary of the above is abdication of the running of the project, including choice of system and appointment of implementers to the Chief Information Officer or, worse still, the IT Manager.  That person is responsible for the line management of technology, infrastructure, services and the like.  They are generally not strategically orientated and most have never operated at the strategic executive level.  They embark on a technology project instead of a strategic systems project with frequently highly sub-optimal results.  Where this person IS strategically orientated they are under such pressure with day to day line functions that they cannot devote the required time to guiding the project strategically.  This person can, however, serve as Contract Manager.

b. Chief Financial Officer drives the project

On integrated systems, given that the financial suite is a key element, it is seductive to place the Chief Financial Officer in charge.  In most cases this is a mistake.  Firstly, they have operational day to day priorities that are inflexible and cannot give the required time.  Secondly, accountants are NOT trained in the type of disciplines necessary to drive this type of project.  Thirdly, many CFOs focus too much on finance and downplay, and in many cases obstruct the solution in terms of operational functions.  Depending on the project and the person the CFO can sometimes be a suitable Business Team Leader.

c. Lack of a strong Contract Manager

The client counterpart of the implementer Project Manager is the Contract Manager.  The Contract Manager provides tough but fair management in terms of contract compliance, allocation of resources, etc.  This is a role that the CIO or IT Manager is generally well equipped to perform.

d. Lack of a strong Business Team Leader

The Business Team Leader is an executive or senior manager, depending on the scale of the project, who is responsible for mobilizing the best possible business input for design, configuration, testing and commissioning.  This person is concerned with the practical engagement with the business, and the putting into operation of the system at a practical level.  They do NOT need to have systems experience, but they DO need to understand the desired business outcome.  They rely on the strategic advisor and the implementer technical team to guide them in terms of the effective implementation of the system.

e. Lack of Implementer executive input

Given that we are speaking of medium to large integrated business information systems, it is vital that NOT only the business but the implementer provide strategic level direction to the project.  Any project of any size should be led from the Implementer side by an executive of the firm.  As with the executive sponsor, this does NOT require a large amount of time - rather quality time, assisted by the rest of the Implementer team.

2.4. Inappropriate policies

I have seen many projects fail because of inappropriate policies.  A project that commences predicated on a statement like "it must be FRED" where "FRED" is your favourite brand name business system, or the one you used in your last position, or the one your friend from school uses, frequently ends up in difficulty.  Firstly because the critical thinking and negotiation do not take place up front.  Secondly because sometimes FRED is simply NOT the right system for the business.  Thirdly because little thought is given to the choice of implementer, and they come by default with the package.  In most cases, choose the implementer most strategically suited to the business, and then go with the system they recommend.  There are many other policies that can get in the way of an effective solution.

2.5. Unworkable governance -- Project Schizophrenia -- Steering Committees

The project governance that is put in place is frequently inappropriate and frequently results in what I term Project Schizophrenia -- more than one person in charge.  The two or more "heads" are expected to resolve differences in approach "collegially".  This does NOT work and is a recipe for conflict.  Of this, the "Steering Committee" is one of the most inappropriate approaches.  To understand why I say this: consider whether you would remain on an aircraft that was to be flown by a committee, or relocate to one that was flown by a Captain.  There must be unitary overall leadership and overall accountability, another reason why on medium to large projects the sponsor must be the CEO supported by the team that is indicated above.

2.6. Lack of executive level engagement

Most business system projects are undertaken with little or no executive engagement (active intellectual participation) resulting in decisions that waste time and get in the way of the essence of the business.  On large integrated business information system projects there must be a significant level of interaction and consultation at the executive level.  Again the strategic advisor to guide, facilitate and translate in order to ensure that only necessary executive level interactions take place, is absolutely critical.

2.7. Inappropriate client direction

In some cases, generally as an outflowing of the above, one encounters a situation where the client is giving inappropriate direction to the implementer.  With an effective contract there are matters that are entirely the contractor's (implementer's) responsibility and others that are the client's -- these responsibilities must be clearly delimited.  Where they are NOT, all sorts of problems result.

Executive Custody -- Summing Up

It is vital that the above issues are resolved and that effective Executive Custody is in place.  See also the video on "Executive Custody -- What is it? and HOW do you get it ".

To follow

3. Lack of effective strategic alignment and strategic solution architecture -- 16%

4. Lack of Precision Configuration -- 14%

5. Failure to address soft issues, business engagement and change impacts -- 12%

6. Lack of an Engineering Approach -- 6%

7. Technology Issues -- sub-optimal or defective software, hardware, network, etc -- 3%

The Critical Factors for Success

1. Effective Executive Custody -- 25%

2. Effective Strategic definition and alignment -- the Essence of the business -- 22%

3. Effective engineering solution design and implementation approach -- 17%

4. Effective Precision Configuration -- 16%

5. Effective Business Simulation Laboratory operation -- 12%

6. Effective business integration, training, change facilitation, process specification -- 6%

7. Reliable technology -- 2%

Conclusion

Your investment in a major business information system, is one of the most far reaching projects your business is likely to ever undertake.  If you address the factors discussed above, together with the other factors causing failure, as well as the Critical Factors for Success, you will experience material beneficial impact.

I offer advisory services with regard to the application of these principles, and would be delighted to discuss how I might be of assistance to your business.  I also offer a light touch diagnostic service to diagnose the root cause of problems and how to fix them for both operational systems and projects that are not meeting expectations.

Yours faithfully,

 

Dr James Robertson PrEng

James A Robertson and Associates Limited
Assisting clients to thrive through effective and efficient application of Business Information Systems

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

Previous articles:

The following articles are available in this series:

Strategic Essence -- The Missing Link in Business Information Systems

A discussion of how strategic essence should inform all business improvement projects and particularly business information system projects.  This thread is intended to discuss the analysis of strategy, the planning of strategy and feeding strategy through into business system specifications and the management of projects.  Articles to date include:

Summary
1: Strategy Defined
2: Differentiation
3: The Essence IS Different
Determining Strategic Essence

The Real Issues in Business Information Systems

A discussion as to why business information system (and other business improvement projects) fail to deliver on expectations or fail outright, together with discussion of the critical factors that must be taken into account in order to achieve successful outcomes.  This thread is intended to progressively discuss more hands-on specifics of achieving high value outcomes and builds on the Strategic Essence series.  Articles to date include:

Introduction

Strategically Enriching your Business Information Systems

Discussion of practical specific measures that can be taken in order to greatly improve the information yield of business information systems at both the operational and executive strategic level.  A number of simple steps that can be taken immediately and more complex measures that can be taken over time.  This thread is intended to discuss increasing business system and data warehouse value yield using techniques that lead to significantly improved business intelligence capability, including support for the ability to "obtain answers to questions we had not previously thought to ask".  This builds on the content in the Strategic Essence and Real Issues threads.  Articles to date include:

Introduction

Robust Business Information Systems Procurement

In order to fully apply the methods and principles discussed in the threads above with regard to new systems it is vital that a robust and effective approach to procurement is applied.  This requires a tough procurement approach directed at achieving a tough business outcomes orientated project that ensures a high value outcome.  This thread is intended to discuss the components of such a procurement approach, including the individual documents and process that make up the approach.  Thereafter the components will be discussed in more detail.  Articles to date include:

Introduction Part 1


Random Selection of Articles by Dr James Robertson

Std 003 Example General Ledger Manual

A redacted version of an actual manual for a JARandA Chart of Accounts for a small manufacturing company.  This manual gives a comprehensive picture of how the Chart of Accounts is structured, how the Cubic Business Model works and the reporting and other opportunities that the design provides

SNw 056 The Alternative to Business Process – the RIGHT Approach

Having established that business process is irrelevant, distracting in dangerous in designing and configuring business information systems, what do we put in its place?  This article discusses the progression of activities that an effective business systems specification, configuratoon, testing and deployment project should follow
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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
Std 019 Procurement: 10 Certificates for Use on the Project

A selection of tough Certificates designed to focus ALL parties attention on accountability for outcome, rigour and quality of work, create a platform for tough contractual responses in the event of non-performance.  Please consult your legal advisor in terms of exact wording in your jurisdiction
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SNw 050 The Real Issues in BIS: Part 3 – Strategic Alignment and Precision Configuration

Strategic alignment, the alignment of system concept and solution architecture with the strategic essence of the organization, why it exists and how it thrives, such that the systems enable management and staff to do the right things well as determined by the customers of the organization together with the need for Precision Configuration the very exact development of data content to model the business, are discussed in this section

Dr James A Robertson PrEng

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.

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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:


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Steps in applying these recommendations with regard to precision configuration in terms of a method of working geared to quickly and efficiently developing high quality data content that captures the essence of the organization and creates a platform to help the organization thrive
Std 018 Procurement: 09 Table of Contents of Submission

The Table of Contents of the Tender Submission is prescribed in detail in order to ensure that different bids can be lined up against one another and accurately compared
Web 05 Organizing Microsoft Outlook

A comprehensive explanation of how to set-up Microsoft Outlook to organize your emails in a manner that makes it easy to handle the full diversity and complexity of emails that executives and managers typically receive
Web 02 Executive Custody -- What IS it and how do you get it?

The Executive Custody of Business Information Systems projects is absolutely critical, this video provides a detailed discussion of why this is so and what measures are necessary to achieve executive custody

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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     

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