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The RIGHT Information to the RIGHT Person at the RIGHT Time Enabling THRIVE Decisions – THE Fundamental Requirement

A discussion of the components of what is required to deliver a high value business information system implementation measured in terms of the extent to which it enables thrive decisions

The RIGHT Information to the RIGHT Person at the RIGHT Time Enabling THRIVE Decisions


Links to previous articles at end of article
This article gives an example of how a simple solution that delivered the RIGHT information to the RIGHT people at the RIGHT time enabled a business to thrive and then goes on to discuss:
  • what constitutes the RIGHT information and how this should be delivered;
  • how to deliver information to the RIGHT person;
  • how to deliver information at the RIGHT time;
  • what constitutes a THRIVE decision.

All of this is supported by information on my website.

An in-house briefing is offered to assist your organization to internalize and apply the principles discussed in this article and its companions.


In 1981, having generated over 7,000 pages of laboratory data in my PhD research I purchased, with the help of my father, a complete computer installation comprising one of the first "Personal Computers" including letter quality printer and X-Y plotter to process this data.  In 1982 my father asked me to join his specialist investment consulting business and computerize it.

This was my first foray into the use of computers in business, although I had been using them in engineering since 1973.  I imported some of the first spreadsheet software from the USA and developed a suite of fundamental economic models that were much more sophisticated and more comprehensive than their manual predecessor, thus enabling us to run numerous scenarios.  I also taught myself to write business software using the "Basic" programming language with refinements, and wrote a database and reporting application that took the outputs of the spreadsheets and reported results against the latest share prices thus giving up-to-date earnings yield projections in presentation format.

In the first year of operation the South African Gold Mining industry was facing a change in its tax and lease regime and the exact changes were not known.  We ran numerous scenarios and set up models for all eventualities.  Literally within an hour of the new tax formulae being announced we published updated earnings estimates for all the major shares and faxed these reports through to our major clients.  Clients included the Gold Funds of Union Bank of Switzerland, Banque Louis Dreyfus and various major London, Glasgow, Johannesburg and New York Stock Brokers.

We were far ahead of our competitors with the result that our clients were able to make timeous investment and divestment decisions and thereby gain substantial financial benefit from our advice.

We continued to provide these reports weekly and at times more frequently for the next ten years until my father finally retired at the age of 80.  The end result was that, at the age of 70 and following a triple heart bypass my father was able to double his client base and create a revenue stream that lasted for ten years.  I also spent four years learning about economics and markets.

From this project I learned that accurate and reliable information, accurately and timeously presented using simple computer solutions, and which enabled high value business decisions, could add huge value. 

This lesson has remained with me ever since such that my core focus in all that I do in advising clients always relates to how to assist them to obtain maximum value from their business information systems.  This thinking is always focused on the principle:

"provide the RIGHT information to the RIGHT people, at the RIGHT time in order to enable THRIVE decisions"

The word "thrive" is derived from the work of Professor Malcolm McDonald who states that if an organization does the right things well, that organization will thrive.  This thinking is central to my consulting work, as exemplified by my logo, based on Malcolm's Strategy—Tactics Matrix.

This understanding is fundamental in diagnosing why most organizations are NOT getting the expected value from their Business Information and ERP Systems; AND with regard to what is required to unlock the full value of those investments.  All the information on my website is ultimately directed at achieving this one objective – enabling clients to get the right information to the right people at the right time in order to enable THRIVE decisions.

The balance of this article examines this principle in more detail.

The RIGHT Information

What IS the "right information?"

The right information is whatever information I need right now to answer whatever question I have right now with regard to ANY aspect of my organization that has attracted my attention and where I can reasonably expect that information to be resident in my computerized business information systems.  In other words, ANY information of relevance!

The right information can take the form of routine analysis accurately and timeously presented in summarized form with the ability to immediately and without assistance drill down electronically to the detail.  It can also be more complex.

Fundamentally the RIGHT information includes strategic information that relates to the essence of the organization and how it thrives and this includes diverse measures relating to customers, products, etc -- which all inform strategic decision making.

Inherent in this requirement is a need for the data to be highly structured and classified in a manner that permits quick and concise analysis – my series of articles on "Strategically Enriching your Business Information Systems" is progressively unpacking this and the information in the "Configure " part of my website presents considerable information of relevance.

However, inherent in the "right information" is a more challenging requirement – "answers to the questions I have NOT yet thought to ask – NOW" – this sounds impossible, doesn't it?  Actually it is relatively easy with the right design approach – I plan to discuss this in a subsequent article.

The RIGHT People

This "RIGHT information" should be delivered to the executives, managers and supervisors and, in some cases, operational staff who need it to make the right decisions.

The key requirement is that the data and associated reports are highly structured in a manner that accurately models the governance of the business.

Central to meeting this requirement is what I term "The Cubic Business Model "© a logical model that defines the structure of the organization and from this the logic of the Chart of Accounts and every aspect of the integration and operation of every business system in the enterprise.  This model provides the logic which enables the Chief Executive to see the entire business in a highly summarized form and then drill down to the detail relevant to the domain of responsibility of every executive, manager or supervisor.  I also plan to discuss this in a subsequent article.

The RIGHT Time

As I learned in the anecdote that I shared at the beginning of this article, timing of information delivery is critical.  The right information delivered too late for the best competitive or operational effectiveness decision to have maximum impact is close to useless.  This is a major weakness of most of the configurations that I have investigated.

A situation in which executives wait for 2 or 3 days or even weeks after month-end for consolidated analysis of corporate performance is unacceptable.  Even a delay of one day is unacceptable.  All core information should be available instantly with the exception of certain monthly accruals, such as depreciation, where a delay of a day or two may be acceptable depending on the nature of the business.  Very few organizations achieve this across the entire spectrum of data required for decision making.  They may get this right at the operational level but seldom achieve it at the executive strategic level.

Management Accountants, Cost Accountants and others laboring for days or weeks in spreadsheets and other add-on tools to produce reports with little or NO drill down capability is totally unacceptable.  The methods that I advocate with regard to "precision configuration " result in the required timeous delivery of information and are scheduled for discussion in subsequent articles.

Enable THRIVE Decisions

A thrive decision is a decision that results in the organization doing the RIGHT things from the perspective of the customer or a decision that results in the organization doing things RIGHT from the perspective of the customer or, ideally, both -- refer McDonald .

This can relate to special software and information capabilities made possible by precision configuration -- see the ASCO Case Study for an example.  It can also relate simply to the ongoing smooth running of the organization, see the V3 and CRM Risk Control case studies.

At the end of the day the capability of a system to enable thrive decisions is the cumulative outworking of a wide diversity of factors.  This commences with understanding the strategic essence of the business, through a robust and effective procurement process, culminating in comprehensive precision configuration comprehensively tested in a business simulation laboratory .  This results in a commissioned system that is a precision strategic information delivery machine.  Everything else is second order -- although the "everything else" is the entire focus of most business information system implementers.

If you do NOT have the luxury of a new system implementation then these same techniques can be applied incrementally to existing systems to achieve the same overall result in time.

Do your systems TRULY deliver the RIGHT Information to the Right Person at the Right Time to Enable THRIVE Decisions?

I have devoted many years of my life to understanding what is required to deliver the RIGHT information to the RIGHT people at the RIGHT time in order to enable THRIVE decisions and would welcome the opportunity to assist your organization to develop this capability.

For many years now I have been delivering a five hour executive briefing titled “Why your business information systems are NOT delivering and HOW to FIX them

This briefing provides a consolidated view of the key issues with regard to business systems from an executive management perspective and presents the information that executives need in order to effectively manage their systems and gain maximum value from their investments

When presented in-house I like to calibrate the briefing to the exact circumstances of the client and I do this by way of a one hour interview with the Chief Executive and a one hour walk-through of existing systems the morning of the briefing

The briefing comprises:

1. Context and Definitions – a wide range of general principles with regard to the effective application of business information systems linking to fundamental business principles;

2. What are business information systems really? – a no nonsense, cut to the chase, discussion of the REAL characteristics of business information systems coupled to debunking of the myths that frequently result in executives being reluctant to get involved and being hijacked by technologists – I make considerable use of physical world examples to make my points;

3. Why business system implementations fail to deliver (the REAL issues) – 3% of non-performance is technical, the remaining issues are business, people, data and method related – this presentation makes the factors causing failure and sub-optimal outcomes explicit in a way that enables executives to effectively manage them

4. Precision configuration – the missing link in business information systems performance – discussion of little known factors that have a huge impact on sub-optimal business outcomes and which, if effectively addressed, have a huge impact on business value yield – if I have the opportunity to spend an hour with you and an hour with your systems I will inform this discussion with examples of real issues in your data, should they exist – in my experience they ALWAYS do;

5. How to fix it – discussion of the Critical Factors for success together with practical measures that delegates can apply immediately to improve the value yield of their existing investments;

6. Discussion – I will answer questions throughout the presentation and will also allow time for discussion at the end of the presentation in order to ensure that you and your team have practical answers that you can immediately apply.

The entire presentation is informed by practical examples from my experience with the application of computers in business over more than three decades.

As a special “get to know me” offer I would like to offer you the above as a one day on-site package delivered in your offices to a maximum of 20 delegates for £1,750 / €2,100 / US$2,700 excluding VAT, travel and accommodation outside of London, UK.

I am very confident that no matter where you are with your systems – frustrated with a new implementation that is not delivering, wondering whether to replace an elderly legacy system, embarking on new systems procurement or simply wanting to get more out of your existing systems, you will get value from this one day engagement – I will take your current circumstances into account in all that I present.

In the event that the personnel who will be attending the briefing are NOT comfortable with English we can arrange to translate the slides into the language of your choice and deliver the briefing through a translator.  Please contact me for applicable pricing.

Should you book this event and pay for it before 31 December 2014 I will give you a 20% discount on the above fee.

I would welcome the opportunity to connect with you by phone or Skype to discuss this further.

Yours faithfully,

Dr James Robertson
James A Robertson and Associates Limited

Assisting clients to thrive through effective and efficient application of Business Information Systems

eMail      : James@James-A-Robertson-Associates.eu

Website  : http://www.James-A-Robertson-Associates.eu
Linked In : http://uk.linkedin.com/in/DrJamesARobertsonERPDoctor

Services Offered

James A Robertson and Associates offer a range of services directed at enabling clients to put in place comprehensive measures to achieve the level of system effectiveness and efficiency discussed above in such a way as to give lasting high value low life time operating cost outcomes

This includes a range of in-house presentations on topics such as "Why your Business Information System is NOT delivering and HOW to FIX it", "Business Information Systems in Strategic and Competitive Management", "The Critical Factors for Business Information System investment success" and "Lessons from the Bridgestone – IBM case documents".

All of these can be delivered as one hour presentations, half day executive briefings or two day courses.  They can also be presented in standard format or tailored to your organization through a series of executive interviews

I also offer short, sharp diagnostic interventions to determine why your business system, department or project is NOT delivering or is stalled, including easy to understand actionable advice on how to turn the situation around

I will give you an independent evaluation of the health of your existing systems and give guidance on whether they REALLY need to be replaced or not and, in many cases, advise how to greatly extend the life and sustainability of those systems

Please click here to email me for more information

Articles published so far in the article series to which this email refers:

Strategic Essence -- The Missing Link in Business Information Systems

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

1: Strategy Defined
2: Differentiation
3: The Essence IS Different
4: Strategic Essence is the Point of Departure
5: Determining Strategic Essence

The Real Issues in Business Information Systems

A discussion as to why business information systems fail to deliver on expectations or fail outright.  Coupled to discussion of the Critical Factors that must be taken into account in order to achieve successful outcomes.  This thread is progressively discussing more hands-on specifics of achieving high value outcomes and builds on the Strategic Essence series.  Articles to date include:

1: Introduction
2: Mythology and Lack of Executive Custody
3: Lack of Strategic Alignment and Lack of Precision Configuration

Strategically Enriching your Business Information Systems

Discussion of practical specific measures that can be taken in order to greatly improve the information yield of business information systems at both the operational and executive strategic level.  A number of simple steps that can be taken immediately and more complex measures that can be taken over time. 

This thread is discussing increasing business system and data warehouse value yield using techniques that lead to significantly improved business intelligence capability, including support for the ability to “obtain answers to questions we had not previously thought to ask ”.  This builds on the content in the Strategic Essence and Real Issues threads.  Articles to date include:

1: Introduction
2: Principles of Data Engineering
3: Steps in Applying these Recommendations

Robust Business Information Systems Procurement

In order to fully apply the methods and principles discussed in the threads above with regard to new systems it is vital that a robust and effective approach to procurement is applied.  This requires a tough procurement approach directed at achieving a tough business outcome orientated project that ensures a high value outcome.

This thread discusses the components of such a procurement approach.  The individual documents and processes that make up the approach are outlined.  Thereafter the components are discussed in more detail.  Articles to date include:

1: Introduction
2: Bill of Services, Laboratory, Go-live Certificate, etc
3: Executive Engagement, Bid Compliance, Adjudication and other matters

Critical Lessons from Real Life Business Information Systems Failures

Comment on some of the dramatic business information system investment failures of recent years.  Articles to date include:

1: The BBC Digital Media Initiative £100 million write-off
2: Bridgestone versus IBM -- The REAL Issues – Overview
3: Bridgestone versus IBM Part 2 – Governance and Procurement

Important Principles in Assessing the Health of your Business Information Systems

A series of articles on important principles that you can use to better understand the health of your business information systems and how to improve their strategic and operational value yield to your organization.  Articles to date include:

1: How do you recognize a HIGH VALUE Business Information System Solution?
2: Business System Failure – HOW do you recognize it?

Information Available on the Website

Please browse my website for more information

The home page, http://www.James-A-Robertson-and-Associates.eu will give you a good overview of what I am advocating and help you to navigate the entire site.

The Table of Contents lists all the webpages on the site, there is a lot of deep content that is NOT immediately visible.

The Article Catalogue contains well over 150 articles on diverse topics.

The Article Keyword Cloud provides alphabetic keywords linking to many of the articles

The Conference page lists around 90 conference presentations, nearly all different with around 40 of the presentations live on the site for you to view and download -- email me if there is a presentation you would like to view that is not on the site.

If you would like to know more about me there is detailed information on the website and further detailed information on LinkedIn

Visit the Testimonials page to hear and read what clients and others have to say about me

Visit the Failure Catalogue to get a realistic perspective of the severity of the problems with the business information systems implementation industry.  There is also a description of what I mean by the word Failure in this context

The page on The Critical Human Foundation will give you some idea of the full diversity of the matters that I take into account in advising my clients

Please contact me for more information

I look forward to discussing how I can assist you to unlock the FULL value of your Business Information Systems investment, no matter which software you have, how old it is or how dissatisfied you are with it

Email addressed to !*EMAIL*!

Random Selection of Articles by Dr James Robertson

SNw 055 Business Process – irrelevant, distracting and dangerous

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
Std 006 Procurement: 00c Confidentiality and Non-Disclosure Agreement

A simple confidentiality and non-disclosure agreement which you can tailor and elaborate on as you see fit and which may vary depending on your legal jurisdiction and your attorney.  I recommend that this initial document is kept simple as you want ALL persons attending the initial tender briefings to sign this

You would possibly have a much more comprehensive agreement for your short list bidders and possibly more comprehensive still for your final choice although I personally hold that very detailed documents of this sort tend to be excessive

Std 026 Old Software IS Viable

Many business information system projects are motivated on the basis that the existing systems are obsolete.  This article challenges that argument with regard to a significant number of systems and presents information that will enable executives and managers to take a pragmatic view of this debate
Cnf 011 The Benefits of Management Information Systems to the Professional Practice -- V3 Consulting Engineers Case Study

Case study with regard to a fully integrated business information system (ERP) with Cubic Business Model in the financial suite which delivered exceptional benefits in terms of management information and management effectiveness as well as substantial efficiencies including head count reduction and drastically reduced audit time and cost
SNw 059 Strategy: What is it?

This article examines the fundamental defintion of strategy as the Essence of the Organizaiton and HOW it THRIVES.

Web 03 Strategy -- What is it and HOW do you develop actionable plans?

A detailed discussion of strategy, determining strategy and presentation of a method that enables organizations to develop a comprehensive measurable and actionable strategic plan with resource estimates and key performance indicators in a structured and systematic method that also provides measures of alignment or lack of alignment and provides a basis to facilitate alignment
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

Random Selection of Articles by Dr James Robertson

Std 016 Procurement: 08 Bid Adjudication Score Sheet

The Bid Adjudication Score Sheet is a set of weighted factors designed to focus the adjudication team on those requirements that are CRITICAL to the success of the project measured in terms of Business Outcome.  Factors are determined in close consultation with the client Chief Executive and Executive Team
Cnf 065 The REAL Issues in IT Audit

An overview of the Critical Factors for IT investment success and the factors causing failure from an Audit perspective and presentation of a Critical Issues based audit investigation framework directed at identifying the REAL health of IT from an Audit perspective
Cnf 092 Doing things differently and better -- ASCO Case Study 2

Case Study of the strategic benefits derived by African Sales Company from a successful ERP implementation that made use of Precision Configuration techniques to create a highly structured brand orientated Product Class master coupled to several pieces of custom developed software tailored to give the client capabilities that none of their competitors had, this supported significant competitively based strategic growth as well as operational efficiencies

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

Prd 041 Strategic Snapshot Toolset

The StratSnap toolset has been developed over 24 years and owes its conceptual origin to Professor Malcolm MacDonald's Exmar software

It is a very effective Critical Issues based Strategic Analysis tool that has a diversity of uses as discussed on the Strategy page

The spreadsheets are now over ten years old and need a significant refresh and may require tweaking with the latest versions of Excel

For that reason I am giving them away free on a NO warranty basis for you to try out and use as you see fit

I offer comprehensive facilitation using this tool with insight and technique refined over the 24 year period
Std 015 Procurement: 07 Bid Compliance Checklist

The Bid Compliance Checklist is designed to ensure that bid documents are complete and that bidders comply with prescribed requirements.  Bidder are required to initial each item to confirm compliance and reference to the documents that underpin the specific point where this is applicable
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
CSt 08 History of my experience with software design, development and deployment to create high value business solutions

One of the areas that James Robertson assists client with is the design and oversight of construction of custom strategic software geared to creating competitive value for clients
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 078 The New South Africa -- Why Engineering Fails

Technology failures are the consequence of human error or negligence, the presentation discusses the fundamental reasons why technology projects fail in the context of the requirements of engineering in the New South Africa
SNw 054 What does a HIGH VALUE Business Information System Solution look like -- White Paper

An overview of the attributes of a high value business information systems implementation measured in terms of the business outcome some years after the system has been fully commissioned

Book -- The Critical Factors for Information Technology Investment Success

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

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

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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

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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

ArticleTagCloud for Articles Published by James A Robertson and Associates

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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