• Login

Is ERP business process obsession placing your business at risk? -- ERP Business Process – irrelevant, distracting and dangerous

Wikipedia statesBusiness process management (BPM) is a management discipline that focuses on improving corporate performance by managing and optimising a company's business processes”.

“Business Process” is arguably THE buzz word of the Business Information Systems world today.  Every major ERP product provides comprehensive support for Business Process including comprehensive workflow management and related capabilities.

However, this focus on Business Process, the vogue for at least the last ten years is associated with rocketing system implementation costs and escalating levels of project catastrophe and write off, see my Failure Catalogue.

Yet it seems that the industry does NOT stop to examine the correlation, let alone draw the uncomfortable conclusion that consideration of this correlation calls for.  That Business Process Management or Mapping as an INPUT to any business systems or ERP project, is, for the most part irrelevant, distracting and DANGEROUS!

Why should they?

BPM is a license to print money and blame the client for the outcome!


Bridgestone versus IBM

An example – Bridgetone Tires are currently engaged in litigation against IBM for damages resulting from a botched integrated business systems supply, development and implementation based on SAP technology.  See "IBM Rips Into Bridgestone Over $600 Million Lawsuit"

The name of the project? OTC – “Order to Cash” – a classic example of the meaningless gobbledygook that BPM proponents use to describe process orientated project activities.  Once one understands the implications the very use of the name “Order to Cash” is a pointer to a project with massive time overruns and high probability of damaging business outcomes – exactly what happened at Bridgestone.

In 2009, with a number of highly successful implementations under my belt – see the ASCO and V3 Case Studies, as evidenced by joint conference presentations with clients, the highest form of testimonial possible, I found myself confronted by a client who claimed that I did NOT know what I was doing because I did NOT “DO” business process as an initial step in implementing an ERP.

They advised me that they would need to replace me with a consultant “who understands ERP”, which translated meant “a consultant who does business process”.  I did NOT know how to respond,  YES, I did NOT do Business Process as an input, I never had and it had never been an issue.  I had always specified business process or workflow as an OUTPUT that followed naturally from the precision configuration which I undertake with every business systems and ERP project that I undertake.  Eventually I walked away from the abovementioned client and started to investigate and consider business process and BPM generally.  Five years later that  client is in the process of replacing their ERP, major inditement of their approach.

In the years that followed I have investigated and diagnosed (see “Pulse Measurement”) a number of disastrous Business Process centric ERP and other business systems projects with massive time and cost overruns, stalled projects and damaged client business being the regular experience.  In that time I have NOT encountered a single high value outcome or, for that matter, a single outcome that has met client expectations.  Some mediocrity? YES!  Success by my standards? NO most certainly not! -- see my article “What does a HIGH VALUE Business Information System Solution look like?


Outcome of a successful business information systems project

Let me define success for an ERP or other business systems project in my terms:

1.   1. It goes in flawlessly without drama and works effectively immediately.  Staff are experienced with the use of the installation before commissioning see my comments on the Business Simulation Laboratory on my website – note that specification of the workflow / business processes is an integral part of the laboratory;

2.    2. The new system enables the business to run more smoothly and efficiently than it did before;

 3. 3. The new system strongly supports competitive strategic decision making and effectiveness such that a few years after commissioning the client company is measurably more competitive and more profitable and is growing significantly faster than it was BEFORE the new system.

In other words, a quick call OFF the record, to the CEO results in a strong expression of satisfaction and perhaps some superlatives.

Why off the record?

Because many executives and managers LIE on the record and claim that their system is just fine because they do NOT want the shareholders to know what a mess it is and how much money they have wasted for little or no return.  I know of one multi-national with a big brand implementation on which they have spent over £50 million that is so useless that almost nothing is being done in it and yet executives have been led to believe it is working fine despite the army of contractors and staff who keep things running outside of the ERP – the brand of ERP is not material, any ERP implemented in the same way would deliver the same result.


BPM over rated and overstated

Two years ago I presented a paper titled “BPM over rated and overstated” at the BPM Summit 2013 in which I criticised BPM severely – NO ONE objected and a few people agreed! – an interesting experience.

In the ensuing two years I have seen further failures, including studying the Court papers of the Bridgestone – IBM case.  And I have finally concluded that in the context of business system implementation, BPM, process mapping and process language are irrelevant, distracting and dangerous!


Irrelevant because most parts of most organizations do NOT follow any relevant or meaningful workflow (the accurate meaning of process).  We have functional units that perform tasks to agreed standards, policies and in some cases procedures but generally NOT in terms of any discernible “flow” or process.

There ARE cases where workflow IS important and in those cases it should be optimized (or dictated by senior management), but most of the time we rely  on the intuitive initiative of well trained and responsible personnel to perform tasks in response to whatever circumstances life throws at them from minute to minute.  I refer here to management and administrative functions NOT to repetitive operational functions where there clearly IS a process and where that process should clearly be optimized using Industrial Engineering methods.  On a number of projects I have initiated engagement of Industrial Engineers to optimize repetitive workflows (processes) so I DO understand the value of process in its proper context.

To perform these tasks staff work on computer screens that are logically organized with packages of related information and collated with menus or desktop icons that allow the staff member to gain quick access to whatever function they need to make use of in the moment.

Case study – Workflow solution where BPM / flow charting was a waste of time

Some time ago I was involved as strategic advisor on a project to implement a workflow management solution.

The consultants commenced by drawing flow charts and doing business process mapping stuff – seemed reasonable at the time, after all we WERE implementing a workflow solution and I assumed they knew what they were doing!

However, once it got down to actually configuring the workflow software the fancy drawings that had taken months to perfect had to be all but totally discarded and the work redone because the REAL workflow was MUCH more complex, varied and finicky than the two dimensional diagrams could cope with.  The much more flexible and powerful workflow software was able to cope with this complexity, the text book process mapping techniques not.

A powerful lesson that conventional workflow diagramming techniques with flow charts, etc, as typically used, are NOT sufficiently precise or accurate to in actual fact do anything but produce conceptual sketches of ROUGHLY how things work round here!  EVEN in the case of a process project!

From my engineering perspective, a total waste of time – a conclusion supported by a number of  failed and sub-optimal projects I have investigated.

Hence I conclude that traditional business process mapping in whatever shape or form it takes is IRRELEVANT!



Distracting because management consultants spends days and days in intense workshops producing diagrams that are difficult to understand because they are so abstract and inexact and try and capture real time “Process” that is  multidimensional rule based, complex, variable, discretionary and varies from person to person, situation to situation and day to day.

Flow Charts, Swim-lanes, Maps, etc – you name it the industry offers it – problem is that much of the time the consultant does NOT really understand the technique and is so caught up in their creative frenzy and drawing that they totally lose sight of the REAL  goals of the project!  And totally fail to understand the essence of the business and the business requirement.

And, because they are so busy drawing, be it on a white board, brown paper or computer screen, they waste huge amounts of client staff time AND miss the vast majority of the REAL information that they should be harvesting – see my article “Effective Discovery is Essential” for an approach that actually works.

The most extreme case I have ever investigated was an ERP implementation which, after 2 years and over a million pounds had produced numerous large files of meticulous flow charts, swim-lanes, etc.  The project had also produced a number of tearful and frustrated client staff who had been marginalized because of their long hours of dedicated work away from the workplace such that their permanent positions had been filled by others.  The project had one of the most toxic project environments I have ever encountered.  People in tears, others refusing to speak to me except off the record.

The implementer blamed the client but inaccurately described the client’s actual requirement and was developing a solution which was TOTALLY off the mark relative to the requirement that the client CEO clearly articulated to me within ten minutes of my first meeting with her!

The client CEO and management were intensely frustrated that their reasonably simple requirement for a small piece of clever web-based software was NO closer to being met than when the implementers were appointed two years earlier.  The BRUTAL truth was that NOTHING that had been done in any way moved the client an inch closer to meeting their requirement.

The implementer? – the IT arm of one of the Big 4 Accounting firms – trusted advisors whose incompetence, indifference and process obsession was staggering!

Hence I concluded that the business process activity on this project had totally DISTRACTED all involved from the REAL objective of the project and wasted huge amounts of time and money and seriously jeopardized honest and hardworking personnel!

Were the consultants incompetent and process obsessed or greedy and using process to milk the client?  That is a conversation for another day!



The above example massively compromised needed client competitiveness, cost the client major expenditure and removed the best personnel from the workplace for a large portion of two years.  The project never went live so client losses were contained.

The Bridgestone example evidences what happens when a system badly designed and executed on the basis of Business Process goes live, see the reference in the Failure Catalogue.  Tires stacked in parking lots, a huge warehouse rented to store stock.  Orders unfulfilled and frustrated customers going elsewhere for desperately needed supplies.  Remember that it is the nature of things that once you lose a customer through this sort of problem the customer virtually NEVER comes back – so the IT failure resulted in long term sustained loss of revenue and damage to profitability and competitiveness.  See the Failure Catalogue for further examples of the things that are happening.  Follow the links for more examples and more examples and more examples …

Business process is NOT the only culprit, it is but ONE component of consistently ineffective and unreliable methods and incompetent practitioners associated with a massive lack of accountability and questionable ethics.

There is a huge need for statutory regulation of the industry and licensing of practitioners.

So I conclude that business process mapping and other business process related obsession is DANGEROUS!



Having hesitated to stick my neck out for over eleven years I have concluded that to all intents and purposes business process related activities on business information system projects, an area in which I can justly claim expertise, is irrelevant, distracting and dangerous and should be avoided.

My article, “What to do INSTEAD of Business Process” discusses the approach that I advocate to achieving high value practical system outcomes.

The articles "The RIGHT Information to the RIGHT Person at the RIGHT Time Enabling THRIVE Decisions – THE Fundamental Requirement" and "Answers to the Questions YOU have NOT yet thought to ask – NOW! -- from your Business Information Systems" provide further detailed discussion of the CORRECT way to implement business systems and ERP.

In considering the above articles please keep in mind that it is humanly impossible on ANY project in ANY business to do Precision Configuration AND Business Process MAPPING concurrently.  Either Precision Configuration leads and Workflow is an output of a well-structured engineering project done my way or BPM leads and Precision Configuration gets ignored (the industry norm).  Both need the same people in the same room at the same time for the same length of time so it is one OR the other.

See also my article on "The Critical Human Foundation" for a further discussion of some of the reasons why BPM is so totally inappropriate as a discovery, communication and design method.  Also read the Bridgestone articles for more comment on process obsession.

See "Introducing Dr James Robertson -- My Passion for Executive Information Excellence" for an overview of my credentials and interests. For more detail about my credentials see the "About" page on the website.

Should you be battling with a business process orientated project that is NOT performing and needing to understand where you are and how the project can be turned around, or be planning a new system implementation, please email me or call me to discuss how I can be of assistance.



Dr James A Robertson PrEng

Tel          : 0044-776-862-2875

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

Website      : http://www.James-A-Robertson-and-Associates.eu

LinkedIn    : http://uk.linkedin.com/in/DrJamesARobertsonERPDoctor


Random Selection of Articles by Dr James Robertson

Cnf 074 A Moral and Ethical Dilemma -- Systems that Fail

The prevalence of IT project failure, the factors that cause failure, the Critical Factors for Success, the problem of IT people who lie, issues of integrity, morals and ethics, the need for a regulatory body and legislation
Cnf 077 A strategy focused planning system beyond traditional budgeting

Strategic change focuses on the essence of the business and how it thrives and undertakes activities directed at achieving lasting competitive advantage, an approach to budgeting is presented that seeks to bring the fundamentals of strategic analysis and design into the budgeting process

Random Selection of Articles by Dr James Robertson

Dr James A Robertson PrEng

Business Systems NOT delivering?

Call the Business Systems Specialist

Dr. James Robinson

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

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

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

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

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.

Search Articles

Random Selection of Articles by Dr James Robertson

Std 003 Example General Ledger Manual

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

SNw 046 The Real Issues in BIS: Part 2 -- Mythology and Lack of Executive Custody

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

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:

Subscribe to our Newsletter

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

Detailed information about 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

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     

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