• 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

TxM 046 Section 5.1 The JAR&A SEPT Cubic Business Model and Group-Wide Chart of Accounts
Created by James on 7/4/2013 10:52:12 AM


One of the cornerstones of the JAR&A Strategic Engineered Precision Taxonomies approach is the Cubic Business Model which, in turn, relates to the Group-Wide Chart of Accounts.

This section discusses this particular component:


1.       Our flagship SEPT offering based on 22 years of experience built on 1,000 hours of R&D – huge opportunity

In 1987-88 I was directly involved in the design, construction, testing, commissioning and implementation of a fully integrated "Management Information System" for the firm I worked for.  The system included fully integrated Debtors, Creditors, General Ledger, Work in Progress and Time Based Billing and Management.  In today's terms it was a fully-fledged ERP.

We designed the entire solution to be tightly integrated at the data level and created a seamless integration that has gone on to underpin the dominant specialist ERP in the Consulting Engineering fraternity in South Africa, "ProMan" – which stands for "Professional Practice Management Information System" and which is installed in over 70 firms including many of the largest.

We struggled for weeks to get the General Ledger integration to work exactly the way we wanted and spent many late nights ticking transactions until eventually we discovered that there were some very rigid technical rules underpinning the geometry of financial data in terms of location – function – account and that, unless one got these dimensions absolutely precisely defined the full richness of the integration was not achieved.

We incorporated the findings into the software design and it has operated reliably ever since with what is probably still the tightest integration I have ever seen in the ERP space, and I have seen dozens of ERP implementations across the full spectrum of brands.

In 1989 I left the Engineering firm concerned and set out on my own with the objective of bringing "the disciplines of engineering to the Information Technology (and by extension ERP) industry".

As I have described elsewhere this was the start of a long and arduous journey that has brought me to the point where it now finally seems appropriate to write this manual.

In 1990 I was approached by another firm of consulting engineers to assist them to implement the software referred to in their business.  Flushed with the success of the previous implementation I confidently quoted for 40 hours of my time to design a Chart of Accounts for their business – which was larger and more complex than my previous employer.

Very aware of the importance of the Cubic Business Model as I started to call it I decided to generate the Cubic Model using spreadsheet macro's.

1,000 hours later I finally hit the button and generated the full Chart of Accounts having learned a whole lot more critical lessons with regard to the effective design of financial data taxonomies.

The lessons learned in this painful period of unremunerated Research and Development have remained with me to this day and the standards and conventions developed then infuse the entire Strategic Engineered Precision Taxonomy and Precision Configuration approach that is discussed at length in this manual.

I have not encountered any other person who has attempted what I achieved in 1990 and I have not encountered anyone else who is fully aware of the underlying principles and complexities that I uncovered at that time and which underpin the whole SEPT approach set out in this manual.

I can therefore say with a high level of confidence that it is improbable that another firm has the intellectual property in this area to create a solution of the strategic robustness and value that is being discussed in this section.

I honestly believe that the SEPT Cubic Business Model and Group-Wide Chart of Accounts approach discussed here is head and shoulders above any other offering that I have ever encountered and that this therefore represents a MAJOR OPPORTUNITY to create strategic value for any significant organization.


2.       An integrated governance, leadership, accountability and management model in addition to an accounting model

Inherent in the approach that is advocated as part of the SEPT Cubic Business Model and Group-Wide Chart of Accounts approach discussed here is an integrated governance, leadership, accountability and management model IN ADDITION to an accounting model.

The approach produces a Chart of Accounts that is designed for ease of management application, that ensures high levels of accountability and therefore facilitates ease of delegation and overall improvements in governance by providing precise measures of financial performance for every unit and sub-unit of the business to whatever level of detail is required by Executive Management.

It so happens that this design is ALSO easy to use from an accounting point of view (although it does require significant training and re-orientation of financial operational personnel) AND it is largely self-auditing so that the duration and cost of the audit are drastically reduced in most cases once it is bedded down and operating effectively.  This of course assumes that the Chart of Accounts is properly integrated with the ERP with SEPT taxonomies throughout the ERP or Data Warehouse and that all change and other issues are dealt with during the implementation in order to ensure that the tool is used to its full potential.


3.       BUT James, you are an engineer – what do YOU know about accounting?

Some years ago the Chief Financial Officer of a client rejected what I was proposing on the grounds that I was an engineer and therefore in his opinion knew nothing about accounting.

At one level he was right, I AM an engineer and I do NOT claim to be an expert on accounting practices, standards, conventions, interpretation of financial statements, etc.

I DO claim to be an expert on information engineering, taxonomies, decision support and other elements that are necessary to ensure that computerized information systems fully support the business in a manner that results in high value implementations.

I hold that one of the fundamental principles of what I term "the engineering approach" is that engineers work in multi-disciplinary teams – for example, it takes about 250 different professional disciplines and trades to design and build a 50 story office building ranging from the senior strategic architect, through the architectural draftsman to the tradesman who lays the carpet.

Accordingly, I hold that it is desirable that I am NOT an accountant – I work closely with the Chief Financial Officer and other financial personnel of client organizations and, where necessary, with the senior partner responsible for their account from their auditors.

I have also designed numerous charts of accounts with diverse clients and therefore have the benefit of insight into different ways of thinking and, the reality is, there ARE different schools of thought in the Accounting fraternity on how things should be done.  That is desirable, each business is different and the goal is to craft the best Chart of Accounts for the client organization.

My role is as a facilitator and thought leader in terms of the mechanics of Chart of Accounts design, the Chief Financial Officer, the CEO and other senior executives are the customers for the resulting output and the Chart of Accounts must make perfect sense to them – when they look at the Chart of Accounts I want them to have an "Aha" moment and say "YES, this IS MY business!"

So I support the client to develop carefully thought out hierarchies, make sure the progression of content follows strategic logic, ensure fine granularity of posting level accounts that models the real world and generally make sure that the final product is a high value taxonomy that will serve the organization well for many years to come – I hold that a well-designed and well maintained JAR&A financial taxonomy (AKA Chart of Accounts) should easily last for twenty years or even longer.

I look to the Financial officers of the client, assisted as necessary by their Auditors and other financial advisors in order to ensure that the taxonomy we produce complies with accounting standards such as IFRS, GAAP, etc.

In doing this I have found that provided the level of detail in the Chart of Accounts and the overall model are fine enough compliance with accounting standards is very simple, it just follows automatically from an experienced professional (the CFO) defining his or her information needs in a logical and structured manner assisted by an expert information engineering facilitator.

The same applies to alternative accounting treatments and report groupings such as are necessary to compute EBITDA and other ratios, etc.  Once the data is extremely well organized all these alternative accounting forms are easily accommodated, far more easily than with the legacy Charts of Accounts I see in all organizations I evaluate.

Thus, to answer the question, I think it is an advantage to my clients that I am an engineer!

Oh, and by the way, I CAN draw AND interpret T diagrams...


4.       Ties the entire enterprise together in a systematic structured manner – a group consolidation model and an integration model

The JAR&A SEPT Cubic Business Model and Group-Wide Chart of Accounts coupled with the full range of JAR&A SEPT hierarchy design and coding conventions provides an information CONTENT mechanism to tie the entire organization together in a logical structured manner that permits "slicing and dicing", "drill-down" and "roll-up" to be done quickly and easily harnessing the FULL potential of whatever investment in Information Technology the client organization has made to this point.

Using this approach your ERP will fly, so will your Data Warehouse and so will whatever query and reporting tools, Business Intelligence tools, etc that you may have purchased.

Even your Excel spreadsheets will be easier, faster and more reliable and all sorts of advanced analyses that currently you may only dream off will become easily and practically achievable.

The Cubic Business Model provides a Group Consolidation model that will accommodate the most complex organization structures through a systematic approach to modelling the real world legal complexity of the organization.

The entire logical solution provides a foundation for tying together all aspects of the integration of your ERP or Business Data Warehouse information in a manner that facilitates drill down from one line of inquiry and drill up into other sources of information – launch an inquiry into the asset costs in the General Ledger and drill up easily into the Assets Register or Plant Maintenance Module to obtain the detailed analysis of well-structured financial AND OTHER information in those modules.


5.       Facilitates strategic (thrive) financial analysis

By starting the design in consultation with the Executive Team and Chief Executive and then working in depth with the Chief Financial Officer constantly testing against the strategic goals and parameters of the organization all dimensions of the model (Locations, Functions and Accounts) are hierarchically described in a manner that places strategic information in the forefront of the default reporting sequence and therefore in the forefront of all query and reporting and even posting of information in the entire ERP environment.

This ensures that one consistent strategic view of the business is conveyed throughout the organization.

There is no "gee wiz" in this, it is simply the consequence of a senior and very experienced facilitator working with the executives of the client organization to design a high level structure that accurately reflects the strategic parameters of the organization – the essence of why it exists and how it thrives – the essential economic and other fundamentals of the business.

There is no short cut; the ONLY way to achieve a high value strategic focus is to start with the custodians of the strategic view of the business – the CEO, CFO and other members of the Executive team.


6.       Structured financial taxonomy that covers the entire enterprise and ties it all together

The final result is a structured financial taxonomy that covers the entire enterprise and ties it all together.

The cubic model – made up of individual businesses, locations, functions and accounts is all designed at the executive level to accurately reflect the real world in such a way that executives, managers and supervisors down to a fine level of detail are each presented with an accurate and entirely consistent income statement and balance sheet for the part of the business for which they are personally DIRECTLY ACCOUNTABLE.

Coupling this to accounting disciplines and policies ensures that journal entries are minimized and ownership of information is maximized.  Other JAR&A principles in the design greatly reduce the need for overhead apportionment journals and the like.  This approach is a radically better paradigm for most organizations.

Having said this it is important to recognize that the vast majority of business units in most organizations manage expenses and to a lesser extent assets so, in most cases, the sub-unit financial statement is purely a very detailed expenditure statement that can be readily measured against planned budgets and rolled up to achieve views for individual plants, functions, business units – any grouping that is relevant.

The Cubic Business model provides a robust model of the real physical world – locations are places you can walk to and kick, functions are tasks for which you will find personnel and sometimes machines doing things aligned with the fundamentals of the business.

The governance of this physical model sits in another layer, a reporting model that is implemented ABOVE the Chart of Accounts, NOT in the Chart of Accounts – the impacts of corporate restructuring and other reorganization are minimized and generally reduced to different groupings of the same building blocks in the reporting layer.


7.       Radically improve accountability, governance, decision support, empowerment …

As indicated above the Cubic Business model is designed from a fundamental first principles strategic (essence of the business) approach that accurately reflects the physical (location) and functional dimensions of the business at a level of fine granularity that allows the business to present every executive, manager and supervisor with a precise financial statement that reflects ONLY those expenses and other components over which they have personal control and accountability.

Correctly implemented the Cubic Business Model can eliminate private calculations of performance and gets everybody managing off the financial system as they should.

With strong emphasis on holding all who control expenses and other financial components accountable for their exact numbers and through ensuring that those exact numbers come directly out of the General Ledger we find that the entire enterprise starts managing off the same source data.

The result is that the General Ledger becomes largely self-auditing – everybody is using it, everybody knows exactly where every transaction came from and everybody is held accountable.  This is NOT a technology thing – the JAR&A SEPT Cubic Business Model and Group-Wide Chart of Accounts provides the logical content mechanism to make such rigorous use of systems possible BUT management focus and commitment to making the model work is VITAL to achieving a the benefits touched on above.

Once these mechanisms are in place the high levels of accountability immediately has a dramatic impact on governance AND leads to empowerment – as long as Joe is performing relative to budget and everybody trusts the numbers his superiors can leave him to run his business unit or sub-unit and concentrate on strategic issues and growing the business.

Because Joe has accurate, dependable, up-to-date numbers Joe can make better decisions and manage better and in his own right assist the organization to thrive.

The logical next step is that the audit bill goes DOWN!!!

The first time this happened I was caught completely by surprise – the audit was cut from 6 months to 6 weeks and the balance sheet was unqualified for the first time in 15 years!


8.       Supported by sophisticated "GL Builder" software

As I mentioned in the history of the approach, I have always used computer software to help me assemble the model, it can be done manually in a spreadsheet but that is extremely tedious and error prone and maintenance becomes a MAJOR headache.

We have developed a suite of software which we call "GL Builder" which we use to assist us in building the Chart of Accounts and the Cubic Model.

This tool allows us to select the locations, functions and accounts that apply to a particular business unit, then select the functions and accounts that apply to a particular location and then the accounts that apply to a particular cell (location – function intersection) on the cubic model.

Thus we have an absolutely harmonized Chart of Accounts for each cell on the matrix – "Sales Personnel Commission" is ALWAYS the same account across the entire model, even if we have 500 branches in 50 countries we will always be able to compare like with like across the entire enterprise.

And the above matrix concept can be used as a presentation tool over the entire Chart of Accounts to display specific costs for example across the entire enterprise – your imagination is the limit in terms of what you can do in your Business Intelligence Tool and the data will now SUPPORT your imagination instead of getting in the way.


9.       Can be implemented as a mapping layer in your Data Warehouse and used for acquisitions

Much of the above discussion has related to the use of the Cubic Model in an ERP, however, it can be used very effectively in the mapping layer (Transform element of the Extract, Transform, Load mechanism) of your Data Warehouse to unscramble the spaghetti on a 20:80 basis – 20% of the cost and effort to give you 80% of the strategic benefit.

Because of the highly structured nature of the Cubic Model and Chart of Accounts and the use of computer software to generate the model a model can easily be created for a potential acquisition at a summarized level and used in due diligence investigations in order to evaluate the viability of the proposed acquisition.  The standard financial reports of your organization can be easily and quickly applied to the Trial Balance of the target organization so that you can evaluate their figures against your proven reports and analytical techniques.

For the same reason, once an acquisition goes through it is a relatively simple matter to map their existing Chart of Accounts onto your operational SEPT Chart of Accounts and start reporting to the same standards as the rest of your group.

As with all information technology the realization of the benefits outlined above requires effective implementation, proper training and rigorous discipline in the use of the computer based solution.


print
The comment feature is locked by administrator.
Sort by:


Random Selection of Articles by Dr James Robertson

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

A business information systems project that extends across the full ambit of the organization is almost certainly the most difficult and most challenging project that any organization can undertake.  This MUST be driven by the CEO as custodian and supported by a highly experienced and very mature Project Leader.  These two people must communicate constantly and effectively in order to ensure that they remain aligned to give the CEO the solution that is required
Std 023 Procurement: 01 Large Project -- Request for Proposal for Turnkey Solution

This is the RFP for larger projects referred to above, the document is too long to include on this webpage but is attached below
Cnf 053 Engineering Maintenance Management Methodology With Radical Rethink About Clinical Data Code Design

The current clinical data codes, ICD 10 and CPT 4 are exceptionally weak as information classification, management and analysis tools and massively inhibit the creation of clever clinical and medical software, there is a huge opportunity to redesign these codes and use the resulting intelligent codes to develop very sophisticated health management systems drawing on engineering maintenance management and other techniques in order to provide solutions for areas and countries with a limited number of healthcare practitioners
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
Std 024 The ART of Strategic Business Information System Project Leadership

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

Cnf 073 Critical Factors for I.T. Success in a Declining Economy

Ways of managing Information Technology to obtain longer investment life and greater benefit and return on investment from existing systems and infrastructure

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
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.

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

TxM 100 Taxonomy Manual Part 1: Introduction, Problem Statement, Definitions and Examples

An overview of the history of the approach and statement of the problem in terms of major deficiencies in high quality management information together with definitions and examples
Cnf 083 Strategic Analysis and Design -- An Engineering Approach to Strategic Planning

A rigorous (engineering approach) to strategic planning using critical issues based analysis techniques and structured gap analysis techniques to develop a comprehensive and rigorous multi-year plan that is measurable and actionable and traceable back to the original analysis in order to produced high value outcomes, requires effective strategic facilitation

Cnf 070 South Africa -- Engineering to Thrive

The application of the principles that I have developed and successfully applied in the business information systems and IT arena to the broader technology arena in South Africa with regard to the challenges being faced in the South African economy with a view to developing an initiative to turn the economy around from a technical perspective
Cnf 060 Why Information Technology In Managed Healthcare Does Not Deliver What Is Expected And How To Fix It -- Slides

Healthcare industry standard codes like ICD 10 and CPT 4 are amongst the worst examples of bad computer data engineering practice in the world today, there is huge scope for improvement in ways that will allow the application of computer based maintenance management techniques to be applied in countries where there is a severe shortage of qualified medical practitioners, the case for investing in such code schemes is present
Cnf 053 Engineering Maintenance Management Methodology With Radical Rethink About Clinical Data Code Design

The current clinical data codes, ICD 10 and CPT 4 are exceptionally weak as information classification, management and analysis tools and massively inhibit the creation of clever clinical and medical software, there is a huge opportunity to redesign these codes and use the resulting intelligent codes to develop very sophisticated health management systems drawing on engineering maintenance management and other techniques in order to provide solutions for areas and countries with a limited number of healthcare practitioners
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

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

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