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Articles by James A Robertson and Associates

Prd 003 An upside-down view of ERP implementation? NO!
Created by James on 6/23/2013 9:04:24 AM


Many people think that the approach advocated by Dr James Robertson, the ERP Doctor, with regard to ERP implementation is back-to-front or upside-down – is it?

In actual fact NO -- it is an engineering, that is a high reliability, view of ERP based on a belief that an ERP investment should have a lifespan of 20 to 50 years:

1.       Business process is almost irrelevant as an input

Many ERP firms place huge emphasis on “as is” business process mapping and development of “to be” designs yet most of the time these documents cannot be correlated to the final outcome giving rise to the conclusion that business process mapping at the start of an ERP project is a total WASTE of time – precision configuration to model the fundamental first principles essence of the business is what matters

2.       Silo module by module ERP experience is a major hindrance

Many ERP firms place great reliance on personnel who are “experts” on specific modules and yet there is seldom a senior strategic solution architect with a holistic, integrated view of the system and the business which is what really matters

3.       Junior consultants have limited application

The body shop approach of relatively junior consultants full time on site for months at an end is counter-productive, a more limited scale of involvement of highly experienced consultants to guide business personnel in the configuration of the system is much more important – thought leadership NOT contract labour is required

4.       A gray haired client Project Leader is non-negotiable

The client needs to have a very senior Project Leader / Project director to lead the project from the client perspective.  Gray haired, at least in their forties, preferably in their fifties with diverse business and systems experience, the ability to lead tough but fair negotiations with the contractor and employed directly by the client is non-negotiable

5.       Technology is almost irrelevant

Today technology is almost irrelevant – the minute the conversation gets into the merits of different brands of ERP, the case for upgrading to the latest version, etc you can be sure that the participants have lost the plot – any ERP on the planet well implemented will deliver a better result than any ERP badly implemented – ERP is about people NOT technology and how the people configure the ERP

6.       Executive strategic decision support is THE issue

When it comes to making a significant ERP investment there is NOTHING more important than delivering a solution that provides comprehensive support for executive level strategic decision making – answers to the questions the executives have never before thought to ask

7.       Precision configuration is the foundation

All the above funnel into strategic engineered precision configuration based on precision taxonomies – these are the ESSENCE of ERP configuration – the entire project should be focussed on ensuring a high quality precision configuration that supports strategic analysis in any way that can reasonably be considered to be a requirement

8.       An ERP laboratory is essential

A formal, rigorous laboratory for testing and fine tuning the configuration, documenting the system, testing the reports, training personnel and developing training materials is NOT an optional extra, it is an essential element of the project plan – even though it adds months to the time line

9.       Rigorous contracting with severe penalties

Robust contracting is essential in order to focus the implementation contractors on ensuring that they mobilize their best personnel and keep them focussed – concepts like a three stage procurement process geared to ensuring contractors have enough time to fully scope and therefore price the project are vital.  Delivery must be coupled to issue of certificates and penalties for failure on commissioning together with professional indemnity insurance – a lawyer on the project team is increasingly a significant consideration

10.   ERP implementation is fundamentally an engineering endeavour

The implementation of ERP’s is fundamentally an engineering endeavour but engineers lack most of the soft and business knowledge and experience necessary to do the job just as those who have the soft skills, business skills and ERP system skills lack the engineering skills to deliver robust results – carefully crafted multi-disciplinary systems engineering teams are a vital necessity for a successful outcome

11.   Implementer -- work yourself out of a job

It is the duty of the implementer to work themselves out of a job – senior contractors on-site for years after commissioning (go-live) are a no no – by the time the system is fully commissioned the contractors should walk away leaving the client fully equipped to operate and maintain the system

12.   10 to 20 year design life

A well configured ERP and associated systems should run reliably for ten to twenty years or longer with limited refurbishment about every five years to clean up the taxonomies, master data, etc – this assumes that the system is run as a precision machine with an expectation of a long life span.  We are fast approaching the point where continuous upgrades to ERP systems will be regarded as an unnecessary irritation to be avoided.

13.   The right to maintain and repair

Coupled to the previous point, clients will increasingly demand the right to freeze the version of the ERP they are currently running for lengthy periods and will use the legal principle of “The Right to Maintain and Repair” to force software vendors to support “obsolete” versions of software for many years – remember that the vast majority of version X+1 is the same as version X and the business case for software change is becoming increasingly weak.

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Random Selection of Articles by Dr James Robertson

Std 010 Procurement: 02 Laboratory Approach to be Applied

The Business Simulation Laboratory is a fundamental component of a successful project.  This document specifies the manner in which the laboratory will be run
It is vital to test the software and the configuration thoroughly in the laboratory with the express purpose of breaking the software and the configuration by testing situations that cause the software either to fail or to fail to return the correct result
One the software and configuration have been adjusted to the point where it is NO longer possible to cause failure then the configuration can be used as a platform for configuring workflow, developing and testing reports and business intelligence models, developing policies and standards, developing training manuals and interactive training material and training staff
The project should ONLY go live once all the above had been successfully completed and ALL staff are trained up in the laboratory
At this stage the Certificate authorizing deployment should be signed by all parties.  As you will see further down the page this is a fairly onerous certificate and should ONLY be signed if ALL parties are FULLY satisfied the software and configuration is fully stable and all elements that are necessary for a successful deployment are in place

SNw 058 The Critical Human Foundation

Everything we do with business information systems and is dependent on people.  This articles addresses in some detail a diversity of factors that influence the success or failure of business information system projects

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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.

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Articles by James A Robertson and Associates

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

Please click here to visit the detailed listing of articles


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Business process is the focus of most business information system implementations and is highly ineffective, this article goes so far as to suggest that business process is irrelevant, distracting and dangerous and that there are other much more effective techniques that should be applied
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SNw 049 Strategic Essence: The Missing Link: Part 4 -- The Essence should be the Point of Departure

The strategic essence of the organization should be the point of departure AND the focal point of every business information systems project -- THIS is the component of the business that should be jealously protected, strengthened and enhanced and it is the part of the business that is most vulnerable to bad decisions and botched projects

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Table of Contents

Home

About Dr James A Robertson PrEng -- The Business Systems Doctor -- and Other Topics

Catalogue of Major Business Information System Failures

About the Engineering Approach

James Robertson's Value Add

Attributes of a HIGH VALUE solution

Recognizing Business System Failure

The Critical Human Foundation

Old Software IS Viable

From South Africa

Competencies of Dr James A Robertson PrEng

About Professor Malcolm McDonald

Table of Contents

About my relationship with the Almighty Creator, Yah the Eternally Self-Existing

Comments relating to the Business Systems Industry and other topics

Testimonials and other positive material regarding James Robertson

Reference Articles

List of Articles

Article Catalogue

Achieving High Value Business Information System outcomes

Executive Custody -- What is it and HOW do you get it?

The REAL Issues in Integrated Business Information System Success

Part 1: Introduction

Part 2 -- Mythology and Lack of Executive Custody

Part 3 – Strategic Alignment and Precision Configuration

Why your ERP is NOT delivering and HOW to FIX it

IT Project Management

Pulse Measurement

CEO Anthony Lee Comments on his experience of the Pulse Measurement

No Charge Guarantee on the Pulse Measurement Service

Examples of Pulse Measurement Outcomes

Critical questions regarding the Pulse Measurement™

The Pulse Measurement Workflow

The Critical Factors for Business System (ERP+) Investment Success in the Pulse Measurement

Indicative Pulse Measurement Durations

What is a JAR&A Pulse Measurement?

Survival of the fittest – why it makes sense to measure the pulse of your business

Examples of Pulse Measurement Outcomes over 24 years

Sample Pulse Measurement Reports

Strategy

Strategic Essence: The Missing Link in Business Information Systems

Strategic Essence: Overview

Strategic Essence: Part 1 -- Strategy Defined

Strategic Essence: Part 2 -- Differentiation

Strategic Essence: Part 3 -- The Essence IS Different

Strategic Essence: Part 4 -- The Essence should be the Point of Departure

Strategic Essence: Part 5 -- Discovering Strategic Essence

Strategy -- the Essence of the Business: What is it and how do you develop actionable strategic plans?

Simple Steps to Increase the Strategic Value of your ERP Investment

Free Strategic Snapshot Toolset and Manual

A strategy focused planning system beyond traditional budgeting

Tough IT and ERP Procurement and Contracting that Works

Robust Business Systems Procurement

Part 1 -- Introduction

Part 2 -- Bill of Services, Laboratory, Go-live Certificate, etc

Part 3 -- Executive Engagement, Bid Compliance, Adjudication and other matters

Procurement Documents

Guidance and Advisory Services

The Art of Project Leadership

Why Regular Communication with the CEO is Vital

The Business Simulation Laboratory

Precision Configuration and Strategic Business Information Architecture

Precision Configuration based on Strategic Engineered Precision Taxonomies

The JAR&A Cubic Business Model

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

The Product Catalogue -- an Essential Element of any Precision Configuration

Attributes -- answers to the questions you have NOT yet thought to ask

Case Studies of Notably Successful Projects with high value Precision Configuration

092 Doing things differently and better -- ASCO Case Study 2-- BPM Summit 2013

088 Strategic ERP Invesment -- ASCO Case Study -- Service Management Conference and Exhibition Africa

026 Information Architecture and Design of FIS for Rennies Group -- Financial Information Systems Conf

018 CRM Risk Control: Designing and Implementing an Integrated Risk Mgmt Sys -- Integrated Risk Mgmt Conf

011 V3 Consulting Eng: Benefits of MIS to Professional Practice -- SAICE 15th Ann Conf on Computers in Civil Eng

Strategically Enriching your Business Information Systems

Part 1 -- Introduction

Part 2 -- Principles of Data Engineering

Part 3 -- Steps in applying these recommendations

Simple Steps to increase the strategic information value yield from your Business Systems Investment

The Full JAR&A Taxonomy Manual

Part 1: Introduction, Problem Statement, Definitions and Examples

Part 2: Why Use JAR&A, Required Knowledge and Experience, Cubic Business Model and Chart of Accounts and Taxonomy Software

Part 3: How to do it, Case Studies and White Papers and other References

Example General Ledger Manual

Business Process -- Irrelevant, Distracting and Dangerous

The RIGHT Approach

Custom Strategic Software Design and Oversight of Construction

Standards for Custom Software Specification

What IS Software?

IT Effectiveness

Organizing Outlook

Critical Factors for I.T. Success

A Moral and Ethical Dilemma -- Systems that Fail

Case Studies examining Business Information System failures

The BBC Digital Media Initiative Debacle

The Bridgestone -- IBM Conflict

Speaking and Training

Showcase of Conference Presentations

Most Viewed Presentations

Briefings and Seminars

Why your ERP/BIS is NOT delivering and HOW to FIX it

ERP and IT Procurement that Delivers Results

The Critical Factors for IT and ERP Investment Success

Other Seminars

Conferences and Public Presentations

Conferences 80 to 99 -- 2009 to Present

Conferences 60 to 79 -- 2005 to 2009

Conferences 40 to 59 -- 1996 to 2005

Conferences 20 to 39 -- 1994 to 1996

Conferences 01 to 19 -- 1989 to 1994

On-Line Seminars (Webinars)

Webinar on Preparing and Presenting Webinars

Contacting James A Robertson and Associates Limited