• Login

Strategy: What is it? HOW to develop ACTIONABLE plans – free Webinar

Please see NEW Website at www.The-Strategy-Doctor.com for latest news


The current business environment demands that all businesses review their strategy and tactics

If your organization is NOT thriving and does NOT have clear analysis of the current economic environment together with clear plans as to how to recover then you need to look at your strategic plans as well as at your analysis of the immediate situation and your associated tactical plans.  Either way our Checklist "The 7 Critical Components of a Strategic Plan " is just what you need to point you in the right direction.  If you want to get directly to the point, we are also offering our Webinar “Strategy:  What IS it?  HOW to develop Actionable Plans” usual price of $47 but as a special today at no charge.

My methods equip you to do this

The fundamental definition of Strategy is "The Essence of the Organization and HOW it Thrives" -- in order for your organization to thrive you need to understand the Strategic Essence of the organization and then formulate your plans in order to achieve a Thrive outcome.  Our methods will equip you to do this in the current economic situation.  This is absolutely relevant to the current economy, once you have a clear analysis of the competitive and economic environment in which your organization is now operating THEN you can plan effectively to recover as quickly as possible.

My promise is to assist clients to thrive

Professor Malcolm McDonald states that Strategy is "Doing the Right Things" viewed from the Customers perspective and "Tactics are doing Things Right" also viewed from the Customers perspective.  He goes on to say that "if you do the Right Things Well your organization will THRIVE".  Here at James A Robertson and Associated we are focussed on assisting clients to do the right things well and thereby THRIVE.  Our methods and Tools are eminently well suited to planning recovery in the current economy.

Over the 30 years of my career in Strategic Management Consulting, I have learned that many CEO's do themselves an injustice by omitting key issues in their Strategic and Tactical Planning and I have developed Tools and methods to assist them with this.

Use my checklist to evaluate your planning methods or watch the webinar for detailed understanding

As a result, I created a Strategic Planning Checklist to assist you to evaluate your planning methods and have also recorded a webinar. . 

Engineering, military tactics, economics and executive consulting

My approach is a synthesis of my training as a Graduate Professional Engineer schooled in rigorous solutions and plans that work, coupled with training and experience as a Military Commander to quickly assimilate key information and make quality life or death decisions.  I have substantial grounding in economics which ensures my methods are geared to producing high value outcomes.  30 years experience as a Strategic Management Consultant working at the Executive level ensures that the solution I am offering is practical and relevant in the executive suite!

Case Study – Global Crop Seed Developer “the experience was transformative”

“Dr Robertson led my team through the StratSnap critical-issues workshop, we reached consensus on a set of 7 key performance areas with weights and scores.  The KPAs became a benchmark for measuring progress and held for 5 years with minor annual adjustments.  My unit was transformed into a customer-oriented service organization.  A high value outcome.” Mr Paul Leigh, Business IT Lead.

I'm pleased to provide you with a copy of my checklist today so that you can see what is REALLY required for a successful THRIVE outcome.  Please click here to obtain a copy of "The 7 Critical Components of a Strategic Plan "  and click here to link through to the Webinar “Strategy: What IS it? HOW to develop actionable plans.”

Warm regards,


Dr James A Robertson

Articles by James A Robertson and Associates

Std 011 Procurement: 03 Business Information System Requirements Definition
Created by James on 10/22/2014 2:26:59 PM

The Business Requirements Specification is a strategically focused document, that is it lifts out the essence of the business and how it thrives in a structured and weighted manner so that there is NO uncertainty on the part of the bidders as to the exact nature of the business
The strategic essence must lift out the fundamentals of the busines and particularly what is unusual, the elements that deliver competitive advantage and which are therefore the most vulnerable to inappropriate action
This is NOT the place for generic industry definitions or for long lists of standard software functionality -- development of the requirements specification requires a mature and highly experienced consultant with a solid understanding of strategic essence AND a solid understanding of systems and how systems integrate with the business to deliver high value outcomes

The Business Requirements Specification is a strategically focused document, that is it lifts out the essence of the business and how it thrives in a structured and weighted manner so that there is NO uncertainty on the part of the bidders as to the exact nature of the business
The strategic essence must lift out the fundamentals of the busines and particularly what is unusual, the elements that deliver competitive advantage and which are therefore the most vulnerable to inappropriate action
This is NOT the place for generic industry definitions or for long lists of standard software functionality -- development of the requirements specification requires a mature and highly experienced consultant with a solid understanding of strategic essence AND a solid understanding of systems and how systems integrate with the business to deliver high value outcomes

Requirement Specification

Relating to an

Integrated Financial Solution


A Financial Suite and Data Warehouse,


Data Sharing, Implementation and

Project Management Services

Release 1





Client is a privately owned, Xxx based Xxx Company.

Client’s Head Office is in Xxx and the installation will be hosted there.

Client have a number of branches and franchises around Xxx as well as internationally.  While the solution must be capable of being deployed in these offices as required this tender is ONLY for deployment in Xxx.

The current financial suite is based on Pastel Partner coupled to an existing in-house developed operational software suite which will be retained.  The financial components of the solution are in large measure manual and based on Excel and will not support the business to achieve its strategic growth objectives.  It has therefore been decided to procure a comprehensive suite of financial business information systems including General Ledger, Debtors, Creditors, Fixed Assets, Cash Book and Inventory.  A Data Warehouse is also required.  These systems will share data to the extent necessary with the existing operational systems developed by Client.

This Request for Proposal is being issued with a view to appointing a single prime contractor on a fixed price basis to supply all required system components and integrate these with one another and with the systems that are already in use within the company.

This document constitutes the Requirements Definition for this assembly of systems.

Critical Consideration – Trusted Professional Advisors

In interpreting this document and the RFP it is vital to understand that Client are seeking to appoint a single firm as trusted professional advisor for the entire project.  This firm will be held fully accountable for delivering the required outcome on a fixed price, fixed outcome basis.

The Strategic Advisor to the CEO, Dr James Robertson, who has drafted these documents will provide quality assurance and contractual review advisory services to Client CEO but is NOT responsible for the outcome.

Bidders must fully satisfy themselves that they fully understand the requirement and are required to undertake comprehensive requirement definition workshops as part of the deliverable.

This document headlines the requirement at a strategic level in order to ensure that bidders understand the high level scope of work and therefore forms the conceptual foundation for the detailed design.

Client CEO

Chief Executive

Section 1
Strategic Business Systems Definition
The Essence of the Client Business Systems Requirement

The following points describe the headline elements that constitute the essence of the Client business requirement.  These are the points which if overlooked or compromised in the design and implementation of the solution will DAMAGE the business and the factors which if ACCURATELY accommodated will support the business in its strategic (growth) goals.

Percentages at the end of headings indicate the relative importance of these factors in achieving the project goals.  ALL components are required in order to achieve a viable business solution:

1.1  Business is growing rapidly -- Highly competitive business – xx%

Client is growing rapidly and systems are required to support that growth.  Client operates in an environment competing with 4 other major xxx companies.  The efficiency and effectiveness of its business systems is therefore of paramount importance.

1.2  Own complex system includes invoicing, installation xxx, commission payments, etc – xx%

Client sister company Client Sister Company has developed a suite of software for Client that takes account of customer billing, installation xxx, commission and royalty payments, etc.

The new financial suite must be able to share data with these systems using simple data interchange formats such as XML, CSV or similar.

1.3  Throughout Xxx, Xxx, the World – xx%

Client operates throughout Xxx with both branches and franchises.  The system must be capable of being deployed affordably in both of these types of branch in time. Truck utilization – 16%

Client operates in the following countries in Xxx and expansion is expected.  Some of these branches are wholly owned and others are franchises.  The system chosen must be capable of being deployed in these countries as required on an affordable basis.

Client currently operates in … in the rest of the world, in some cases as wholly owned subsidiaries and in other cases as franchises.  The system selected must be capable of being affordably deployed in these locations on an as required basis.

1.4  High volume low value debtors transactions and credit control is a critical requirement – xx%

The nature of Clients business is that customers are billed monthly, individual invoice amounts are relatively small, there are a large number of customers and missed payments and defaults are significant.

The solution that is adopted must be geared to managing this sort of debtor environment including xxx accounts that have been handed over for collection.

1.5  Xxx device inventory management – xx%

Xxx devices represent a substantial stock holding with items being moved from location to location and country to country on a daily basis.  An inventory solution that can handle this effectively is required.  The existing in-house systems track inventory during the installation process and will continue to do this.  The inventory management solution is required to manage inventory up to the point at which it is handed over for installation.

1.6  Debit order processing – xx%

Client obtain most payments by debit order.  The system is required to provide comprehensive facilities for managing debit orders based on a payment instruction that will be generated in the existing systems.

1.7   Single Prime Contractor – Integrator / Implementer -- fully accountable – xx%

A fundamental business requirement is to outsource as much risk as possible for the system procurement and implementation on a fixed price basis.

We are looking for a service provider who can guarantee a successful outcome in terms of the final integrated business technology solution.

It is anticipated that the final solution will comprise a portfolio of software elements which must all be integrated at the DATA level to accomplish seamless single point of entry operation.

  1.8 Precision Configuration that models the real world

In developing the solution the entire solution must be configured with a high level of precision that accurately models the real world.  This requirement informs ALL the above items.

Implementers must evidence that they have particular expertise in this area, particularly with regard to developing an enterprise Chart of Accounts that will support global consolidation in the Data Warehouse and is coupled to a robust management model.

Section 2
Headline Business Requirement

The following components define the headlines of the business requirement and will form the basis of adjudication

Percentages at the end of headings indicate the relative importance of these factors in achieving the project goals.  ALL components are required in order to achieve a viable business solution:

1.1  Data sharing -- ability to integrate effectively with current systems    

The current in-house developed systems are very comprehensive with regard to the core operations of the business and the new financial suite is required to share data with these systems on an agreed basis.

It has been agreed that this sharing of data will take place using simple and reliable methods such as the transfer of data files in, for example, XML or CSV format on a regular scheduled basis.  The exact break point between the in-house system and the new financial suite will be established on the basis of what is technically optimum.  The following items must be addressed in the offer.

1.1.1 Low technology data file transfer in -- XML, CSV or similar

1.1.2 Low technology data file transfer OUT -- XML, CSV or similar

1.1.3 Track Record -- references -- software

1.1.4 Track Record -- references -- implementer                                               


1.2   Finance functionality                          

There are a number of aspects of financial suite functionality that are critical to this project, these are listed below:

1.2.1  Robust enterprise Chart of Accounts that supports global consolidation

It is vital that the bidders evidence experience and thought leadership with regard to the development of an enterprise Chart of Accounts that will accommodate the full complexity of the Client operation globally

1.2.2 Moderately high volume of low value invoices from in-house developed systems

The existing in-house developed systems will generate the invoices as at present but these must be handed over to the Debtors module for Debtor account management and debit order processing                  

          1.2.3 Very flexible debit order processing       

This will include the processing of debit orders.  The in-house system will raise the charges but the processing of debit orders must be managed by a module to be supplied as part of the financial suite solution.  It is envisaged that this will probably take the form of a third party add-on module for the financial suite

1.2.4 Credit Control including debtors dialer and synchronization of screens with in-house  system 

Because of the debit order based billing and the nature of the business default on debit orders is a frequent occurrence.  There is a need for a debtors dialer function that will assist with the follow-up of overdue amounts, lead operators through a prioritized list of calls and associate management screens in the Debtors module and the in-house system for credit control purposes through, for example, a common ODBC link.

            1.2.5 Manage accounts handed over for collection

The number of accounts handed over for collection at any time is considerable.  There is a requirement for a component, probably an add-on module, that will synch with the collection agency so that Client have visibility of the state of collections

            1.2.6 Bank reconciliation

Because of the very large number of small payments there is a requirement for an automated bank reconciliation – ties in to the requirement for debit order processing

            1.2.7 Standard Finance Functionality

The following are routine finance suite applications; the requirement here is for comprehensive functionality that supports the way that Client does business.  It is assumed that all mainstream financial suites will meet this requirement.  Vendors are requested to highlight what they consider to be particular strengths of their offering insofar as these relate to Client

               General Ledger



               Cash Book Inventory                                 

               Fixed Assets

          1.3   Data warehouse and business intelligence capability

Given the reliance that exists on the in-house developed suite of software a fully-fledged Data Warehouse is regarded as essential.  This should comprise services and products relating to extract, transform and load as well as with regard to reporting and modelling (”business intelligence”).  The reference document pack includes examples of the basic reports that are required.  Provision must be made for more comprehensive and sophisticated models and reports.

Fully pre-mapped onto the financial suite

    Easily mapped onto the existing Client databases

            Easy to use

            Track Record -- references -- software

    Track Record -- references -- implementer

1.4   Compliance with overall tender requirements and project approach

Bids will also be adjudicated in terms of the following criteria:

            Have accepted terms of the bid as presented in the RFP, etc

            Proven track record


            Team offered


1.5  Satisfies other requirements                            

            Under our control -- do it ourselves, host ourselves

It is the culture of Client to do as much as possible themselves, the offer must recognize this and support this culture

            Standard Financial Suite should suffice                      

The following are routine financial suite applications, the requirement here is for comprehensive functionality that supports the way that Client does business.  It is assumed that all mainstream financial suites will meet this requirement.  Vendors are requested to highlight what they consider to be particular strengths of their offering insofar as these relate to Client

                        General Ledger



                        Cash Book


                        Fixed Assets

             Suitable for a business the size and complexity of Client  


1.6  Global consolidation when required in the future -- in Data Warehouse

It must be possible to consolidate financial and other performance data in the Data Warehouse solution

            Different countries

            Different currencies

            Track Record -- references -- software

            Track Record -- references -- implementer

1.7  Global operation when required in the future 

Must be able to be deployed in other countries on an “as required” basis with the understanding that in some countries, such as those with xxx based tax systems, xxx and others, that systems that are unique to those countries may be used in place of the standard financial suite.  Ability to operate in those countries is a recommendation but NOT a requirement

Global footprint and growth although only deploy Xxxn head office at present                   

          Different countries

          Different currencies

Different tax regimes

          Track Record -- references -- software

          Track Record -- references -- implementer

Business is growing dramatically locally and globally, solution must be able to grow 


1.8  Additional modules offered by vendors (not specific to finance)                              

Vendors are requested to bring our attention to any other relevant modules or add-on components that they are able to offer

1.9  Hardware and network impacts are light and manageable

The solution should NOT place heavy demands on the network and hardware

The above factors are critical in understanding the requirement and specifying the solution.  If the above factors are NOT fully catered for this will constitute a significant deficiency in the overall solution.


The above constitutes the headline requirement.

Bidders are required to assess the suitability of their software, assemble the required portfolio of software and satisfy themselves as to the scope of work in arriving at their bids.

Client CEO

Chief Executive

Download 03 Business Information System Requirements Definition in Microsoft Word docx format

The comment feature is locked by administrator.
Sort by:

Random Selection of Articles by Dr James Robertson

Web 01 Simple steps to increase the strategic value from your ERP investment

Video discussing simple techniques that can be applied to drastically improve the strategic decision support information yield from your existing Business Information Systems
Sem 03 The Critical Factors for IT and ERP Investment Success

Detailed discussion of the factors that cause business information system investment failure and the Critical Factors for investment success -- these factors are vital to understanding the information technology industry generally and particularly to understanding business information systems
SNw 040 Strategic Essence: The Missing Link: Part 1 -- Strategy Defined

"Strategy" is a widely used, widely abused and little understood term.   This article offers a robust definition of strategy as the "essence of the organization and how it thrives"
Std 020 Procurement: 11 Schedule of Reference Documents

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

Subscribe to our StratNews newsletter

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

Dr James A Robertson PrEng The ERP Doctor

Business Systems NOT delivering?

Call the Business Systems Specialist

Dr. James Robinson

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

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

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

If you are having problems with your systems, your project or your IT Department, call The Business Systems Specialist

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

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

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

There HAS to be a better way!

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

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

We offer an ENGINEERING APPROACH to addressing these issues

Click here to read more about the Engineering Approach

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

This approach is discussed further on the Engineering Approach page.

Book -- The Critical Factors for Information Technology Investment Success

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

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

Connect with James Robertson on LinkedIn

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

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

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

Contact Us

You can contact us on

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

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

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

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

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

Fax: +44 (0) 844 774 4580

Articles by James A Robertson and Associates

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

Please click here to visit the detailed listing of articles

Random Selection of Articles by Dr James Robertson

ArticleTagCloud for Articles Published by James A Robertson and Associates

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

Search Articles

Table of Contents


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


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