• Login

Tough IT and ERP Procurement and Contracting that Works

A robust procurement approach modelled on the Engineering Construction industry directed at achieving a high value outcome at a contractually secured price with severe penalties for non-performance and strong safeguards for corporate well being


<<< PREVIOUS SECTION:  Strategy

<<< PREVIOUS SUB-SECTION:  A strategy focused planning system beyond traditional budgeting

NEXT SECTION:  Guidance and Advisory Services >>>

NEXT SUB-SECTION:  Robust Business Systems Procurement >>>

Overview of the JAR&A Rigorous Business Information Systems (including ERP and BI) and IT Procurement Approach

The only way to prevent many of the almost universal problems with ERP procurement / selection and implementations is to move to a much more rigorous and robust technique

            


I have developed and proven such a method that includes:

1. An extremely robust Request for Proposal document that covers all the bases that vendors and implementers typically use to drive a bus through with change of scope, misrepresentation, etc and results in a robust legally enforceable fixed price contract

2. Three stage procurement process that allows the client to cast the net as wide as possible and lets the vendors and implementers do the work of proving their software can do the job

3. Moves all the risk that belongs with the software vendor and implementer to them and massively reduces client risk

4. Balancing terms that govern client behavior and responsibility

5. High level strategic (essence of the business) business outcome orientated requirements specification which avoids all the incidental and irrelevant items that typically make up a requirements document and completely mask the real issues -- these requirements are driven from strategic considerations from the top down with a high level of executive engagement and commitment

6. "Bill of Services" which is comparable to the "Bill of Materials" on a large construction project -- a very detailed schedule of what will be done and by whom such that it creates a basis for an "allowables" based contracting approach -- implementers ONLY get paid for items that are on the schedule and they ONLY get paid the amount on the schedule UNLESS the client business materially changes

7. Comprehensive configuration testing in a business simulation laboratory that uses a small sample of statistically representative data to comprehensively test the configuration, develop and test the reports, BI and workflows, develop operating standards and training material and train personnel such that by the time the system is commissioned all staff know how to use it.  This is coupled to a very robust legally enforceable "Certificate of Readiness to Commission" signed by all parties coupled to retention of a percentage of interim certificate payments

8. Highly formalized three stage tender process in which the entire table of contents, certificates, etc are prescribed in the tender documents such that every bid can be lined up against the others on a section by section basis and compared on a robust basis.  All key documents are initialed and signed such that the final outcome of the procurement is a comprehensive and robust enforceable contract

9. Comprehensive reference document pack that contains every document, spreadsheet, etc that is currently used to run the business with a prioritized covering schedule which stipulates which documents are critical to the configuration and must be supplied before "go-live"

This extremely robust and, by IT and ERP standards, harsh procurement approach forces vendors and implementers to be honest about their offerings and creates a basis to hold them to all of their promises

I have recently completed a project using this approach where the implementer went about three times over budget and did NOT get paid because of the robustness of the contract AND, most importantly, the client obtained a high quality business outcome that was an exceptional fit to their REAL requirement

A Rigorous, Engineering Approach to ERP, BI, IT and Business Information Systems Procurement

The majority of ERP, BI, CRM, IBIS and IT system configuration and commissioning (implementation) projects run way over time and way over budget and, most critically, fail to deliver expected business outcomes, frequently at disastrous levels – the absence of a robust procurement approach that locks in a clearly defined business outcome for a robustly fixed price within a robust, legally enforceable contract is a major contributor – the journey commences with inadequate and inappropriate preparation, often with highly sub-optimal software and a sub-optimal implementer choice in terms of Strategic Business Fit.  This LinkedIn Group is intended to provide a forum for discussing such an approach.  The initial discussion topics address the major elements of this approach:

PROCUREMENT APPROACH REQUIREMENT – a robust procurement approach directed at achieving a robust and enforceable contracted outcome and price.

RISK – move as much of the outcome, time and budget risk currently carried by the Client to the Contractor (Implementer/s and Software Company) in a manner that results in an equitable and appropriate distribution of risk through a robust Request for Proposal pack including a strategic level Requirements Specification – all designed to give rise to a contract that will stand up in Court – and, because it is designed to stand up in Court, very unlikely to end up in Court.


1. STRATEGIC FACILITATION – the procurement process must be facilitated by a highly experienced professional who is able to lift out the essence of the Business (Strategy) and the essence of the Business Requirement and document this in an enforceable manner by working closely with the Chief Executive and Executive team of the Client organization.  This facilitator must operate within the framework of a comprehensive set of proven standard documents, templates and methods – someone who has done this before.  Note the term “Facilitator” – the contract is between the Client and the Contractor, this party is a highly experienced independent Business Systems Strategic Adviser with many years of ERP, IBIS or other relevant experience, depending on the nature of the project, who acts as a translator to the Chief Executive and the Business and facilitates the dialogue between the business and the Contractor to make sure that there is a meeting of minds and the solution accurately fits the Client requirement.  This person acts as the “Agent of the Client” in a similar role to that played by the Architect on a prestige building project.  It is vital that the Client does NOT have a Project Manager, it is the responsibility of the Contractor to supply the Project Manager and manage the overall project.  I advocate the role of “Contract Manager” on the Client team – this must be a senior executive with the business experience necessary to manage a large and complex contract but this person must NEVER give technical direction to the Contractor – the Contractor is the expert on their system.  Notice here that we are separating the knowledge of the business – which is the responsibility of the Client -- and the knowledge of the software and its configuration and commissioning – which is the responsibility of the Contractor.  The responsibility of the Facilitator is to ensure that at all times both parties to the contract are on the same page and understanding each other.


2. ROBUST REQUEST FOR PROPOSAL – the Request for Proposal (RFP) must contain an in-depth specification of a three stage procurement process coupled to comprehensive documentation, contractual terms, certification directed at achieving a legally enforceable fixed price, fixed outcome contract backed up by a highly detailed “Bill of Services” which is the basis of payment using an “allowables” model.  This RFP document must be proven in practice and be very comprehensive – I have a master RFP document that is currently 64 pages in length.  Coupled to this RFP is a bid tolerance, typically 20% to 40% on the first stage offer, 10% to 20% on the second stage offer and a final fixed price – the tolerance is the tolerance on the final price – if the tolerance is 40% on the first offer then the final price is capped at 140% of the initial offer.  Some complain that this whole approach pushes up the bid price and that is, in part, exactly the objective, the industry has a severe problem with deliberate under quoting and this approach is designed to make it extremely unattractive to under quote.  A client of mine has held a Contractor who under quoted to a fourfold increase in work at the bid price because of the rigour of the approach.


3. STRATEGIC BUSINESS REQUIREMENT SPECIFICATION – Strategically focused (essence of the business) business function orientated weighted headline Requirement Specification.

This specification must focus on headline BUSINESS function at a level that fully defines the fundamentals of the business but places the onus on the Contractor as the expert in the configuration and commissioning of their chosen software package (ERP, BI, CRM, etc) to undertake the necessary discovery in order to be able to commit to a fixed price.

The three stage procurement process is fundamentally a process for the bidders to discover the full complexity of the Client business and budget accordingly and for the Client to discover the full complexity of the software solution offered and budget accordingly.  This document is the heart and the ART of this approach – failure to accurately define the essence of the requirement and word it in such a way that it places the onus on the Contractor to ensure that they fully understand the business and provide the required thought leadership will nullify all the other aspects of this approach to a greater or lesser extent.

A highly experienced facilitator is critical to the success of this method.  Note that a strategically focused Business Requirement Specification will focus on the essence of the business, that is the core of the business and therefore, most likely on industry specific packages that fit this part of the business.  An almost inevitable consequence of this approach is that the accounting modules of any ERP will do the job and, in many cases, no ERP will have the required functionality – this is an essential component of moving the procurement towards IBIS (Integrated Business Information Systems) and away from ERP in the narrow sense being the Accounting Suite plus.

There are numerous industry specific packages for most industries and these differ widely in functionality and focus and THIS is where the art of system selection lies.  Note that the Strategic Essence and Drivers of the Business are frequently as important, if not MORE important, than industry fit.  The approach advocated here casts the net as wide as possible to find the core system that best fits the heart of the business and then zooms in to achieve a fixed price fixed deliverable contract.  The Strategic Business Requirements Specification is supported by a much more detailed Business Requirements Specification that, again, focuses on what the business does.  Clauses that specify IT technical requirements have NO PLACE in these documents.


4. DETAILED BILL OF SERVICES – a critical component of the Request for Proposal pack is the draft Bill of Services – modeled on the Bill of Quantities on a Construction Project – a detailed schedule of all the business components and associated project activities that the system is required to include against all categories of personnel that will reasonably be required to execute these activities.  Bidders are required to price every activity that they consider necessary and to add in all activities and personnel categories that they think have been overlooked.  This schedule, which for a relatively small procurement can run to 48 A3 pages (1000 rows by 60 columns neatly spaced and formatted), is the basis on which bidders price their service offering.  The Bill for a large organization could easily run to several hundred A3 pages.  This approach allows competing bids to be held up against each other and exactly compared, just as the Bill of Quantities allows such comparison on Construction projects.  The final contractual price is based on the Bill of Services, as updated during the three stages of the Procurement Process such that each line on the Bill and the summation of the lines on the Bill constitute the ONLY basis of payment on an Allowables basis.  By “Allowables” is meant that the amount in the Bill for that activity is THE fee that will be paid, whether the work is done in half the time or ten times the time, it is up to the Contractor to manage the project in order to come in at the allowable amount, the Client team simply concern themselves with whether the required business outcome for that activity has been achieved and, once it has, they authorize the contractually agreed amount for that activity against a formal certificate less a 10% or 20% retention.  50% of the retention is released on issue of the “Certificate of Readiness to Commence Live Operation” and the balance of retention is released on the issue of the formal “Completion of Commissioning Certificate” which includes a minimum 30 day bedding in period.


5. PRECISION CONFIGURATION – the essence of “implementing” a new system is the configuration of the software.  I have coined the phrase SEPC – Strategic Engineered Precision Configuration.  This approach uses a rigorous, highly structured, taxonomic (hierarchical) approach to configuration and particularly to populating validation and attribute lists including the Product Catalogue and Chart of Accounts designed to accurately reflect the executive strategic essence of the business as determined by executive management.  It is NOT possible to achieve a lasting high value solution without Precision Configuration and a really well designed and implemented precision configuration coupled to limited strategic customization can easily deliver a hundred fold increase in project value outcome.  It really is so that there are HUGE differences in the value of ERP and other Business Information System configurations developed by different implementers and consultants.  Refer to the ERP and BI Taxonomy Group on LinkedIn at
http://www.linkedin.com/groups?gid=4200343&trk=hb_side_g for more detail.


6. BUSINESS SIMULATION LABORATORY – a comprehensive Business Simulation Laboratory in which a small but fully representative sample of test data (no more than 0.1% of total transaction volume) which fully simulates every facet of the business that the new systems are to service in the context of an Integrated Business Information System (IBIS) view of the systems.  This Laboratory is to be used to develop and test the full configuration and integration until it cannot be broken (remember, “Engineers design bridges NOT to fall down”), then the comprehensive set of representative data is used to test reports, models, Data Warehouse ETL (Extract, Transform, Load) and dashboards.  Thereafter workflow is modeled and standards set and configured and once this is in place training materials are developed.  Finally all personnel are trained in an experientially relevant environment until all personnel are fully qualified to operate the system.  At this point the team leading the project progressively issue acceptance certificates until finally the Chief Executive and, if required, the board issue the final certificate of suitability to commission.  A necessary pre-cursor to Certification is one or more comprehensive Walk-throughs of the entire configuration and progressive bottom up certification by each team of business specialists that their area of the business is accurately accommodated in a manner that exactly models the Real World.


7. FORMAL “GO-LIVE” CERTIFICATION – only at the point that all staff have been fully trained is the system deployed in the business.  This process will significantly extend the total time for the implementation but this extension of time is a realistic reflection of what is required to ensure that the system is ready to be used by the business.  The “Certificate of Readiness to Commence Live Operation” provides a basis to penalize the Implementation Contractor in the event that the certificate is issued prematurely.


8. PRESCRIBED CERTIFICATES – a key element of this approach is “Certification” in the form of “I the undersigned in my capacity as Implementer Project Manager hereby certify that …”, ditto for Business Team members.  “Sign-off” has a connotation of getting a signature on a piece of paper and mostly those signatures mean nothing, Certification carries with it a culture of accountability and this includes penalties for the business in the event that certified specifications and other documents, certified testing, etc are found to be deficient through Client personnel oversight or negligence.  Bidders are also required to sign a “Certificate of Compliance” to the effect that their offer fully complies with the requirement, if necessary with formal exclusions.  Required certificates are prescribed throughout the Tender Pack and apply throughout the configuration and commissioning project.


9. CLIENT COMPACT – there is also a Client Compact in terms of which the Client contracts to ensure that the most knowledgeable people are designated to work on the project, attend and give full attention, that standing time is paid for workshops that start late or are cancelled at short notice, that rework resulting from Client personnel oversight is an “Extra Over” cost to the Client, etc.


10. EXECUTIVE ENGAGEMENT – a key aspect of this approach is a very high level of executive engagement both on the part of the Client AND the Implementer – executives can resolve fundamental configuration decisions in minutes that lower level personnel on both sides may never resolve or may resolve in drastically inappropriate ways.  Key to making this work is the role of the Strategic Project Facilitator acting as adviser to the Client, specifically the Chief Executive, as outlined above.


11. FACILITATION OF CHANGE – using the approach set out here greatly reduces the need for Change Facilitation (also, erroneously referred to as “Change Management”) provided there is comprehensive on-going and inclusive communication throughout the project duration.


12. BID COMPLIANCE CHECKLIST – another element of the Bid Pack is a compliance checklist that lists all terms in the RFP and other documents to be complied with.  Bidders are required to initial against each and every item to signify Compliance / Acceptance of the term or Non-Compliance / Non-Acceptance of the term.  This document provides the basis for a rapid assessment of the validity of an offer and enables bidders to quickly assess the essential elements of the Bid Requirements.


13. BID ADJUDICATION SCHEDULE – the Bid Adjudication Schedule is a structured and weighted document that is drawn up with the Chief Executive and other interested Business Executives, facilitated by the Project Facilitator.

The schedule is broken down into roughly seven major subject headings each of which is divided into roughly seven sub-headings.  Each section and sub-section is assigned a weight out of 100% and provision is made to score compliance and assessment of the validity of the offer on each of these points.

This schedule is used by the Adjudication Panel, coupled to a “Gut Feel Adjudication Schedule” which assesses soft issues like “Do I trust this bidder as a long term business partner?”  The Bid Adjudication Schedule is included in the bid pack so that bidders are able to ensure that they address all the items that are particularly important to the Client – the goal is a win win situation in which the Client is as transparent as possible thereby giving the bidder the best possible opportunity to craft an offer that is ideally suited to the Client Business Requirement.


14. PRESCRIBED BID TABLE OF CONTENTS – another important aspect of the approach is a detailed Bid Table of Contents which exactly specifies the format of bid documents.

This document also prescribes that the RFP and other key documents are initialed on every page, prescribes the certificates to be signed, requires that the Requirements Specification is to be responded to paragraph by paragraph in an electronic version supplied as part of the tender pack, etc.  All bid documents are also to be supplied electronically with the same Table of Contents.

This approach allows every bid to be laid out against the next and quickly and easily compared.

Bidders who do NOT fully comply with these requirements may be disqualified and NOT adjudicated at all – simply put, a bidder who cannot be bothered to comply with Client Tender Requirements at the bid stage is unlikely to comply with Client Business Requirements during configuration and commissioning.


15. COMPREHENSIVE PACK OF REFERENCE DOCUMENTS – All the above is supported by a comprehensive document pack containing every single report, piece of manual stationary, redacted printout of every Spreadsheet, etc that is currently in use and which must be accommodated or supplied by the solution.

An overarching schedule describes each document and specifies its level of criticality ranging from 10 = “must be present and working BEFORE go-live” to 0 = “for information only, NOT required”.  A copy of this pack, without redaction and supported by electronic copies of all documents where these exist, is supplied to the preferred bidder at the commencement of stage three of the procurement process.

The “Certificate of Readiness to Commence Live Operation” will NOT be issued until all mandatory reports, etc have been created and are operating accurately and reliably in the Business Simulation Laboratory.  This ensures that the syndrome of the business flying blind for months after Go-Live because reports do not work or being faced with continuous claims for “Change in Scope” in order to provide mission critical reports is prevented.

Again, this component can push bid prices up but these are essential requirements and a decision to proceed with a project is fatally flawed if these items are NOT in the budget or NOT in the project schedule.  The discovery by the business of all these documents is a vital component of preparing the business to bid and should be coupled to creation of the detailed Business Requirements Specification.

The existence of this pack is a vital component of ensuring that bidders have an accurate understanding of the true scope and complexity of the of the Requirement and the pack provides a fundamental frame of reference with regard to deliverables when it comes to the issue of Certificates for completion of particular components of the work.


16. DATA WAREHOUSE – it is taken as a given that any comprehensive business solution WILL require a Data Warehouse and that there WILL be customization to fit that Data Warehouse and associated “Business Intelligence” models, reports and dashboards to the business.  The rationale for this is that in the real world executives really DO want to create reports, models and dashboards that draw on data contained in ALL the different software components that make up the real world business solution.


17. THREE STAGE PROCUREMENT PROCESS – as alluded to several times the Procurement Process being discussed here takes place in three stages:

a. STAGE 1 – MARKET SCANNING – cast the net as wide as possible, approach all software vendors and implementers that market scanning indicates may be able to fill the requirement.  The approach here is to seek to find any player which may be a contender and give them time to form partnerships in order to fill the entire requirement.

It is recommended that there is NO pre-qualification unless you have strong reasons to decline to have a particular player involved – I recommend against this generally.

During Stage 1 those parties that are strong contenders will self-select – the chancers and the fly-by-nights will be discouraged by the weightiness of the bid process and will generally opt out before the end of Stage 1 which requires the completion of the FULL bid offer pack to the specified price tolerance.

Part of Stage 1 is a one day or longer comprehensive headline briefing on the Business and the Requirement focusing on those aspects of the business that are fundamental and those that are unusual relative to general industry practices – it is the exceptions that cause the problems, NOT the 95% plus of the business that conform to widely applied practices – “Best Practice” is a fundamental distractor in this process and the term should be avoided.

As stated above the Bid Tolerance for Stage 1 should be set at between 20% and 40% -- this is the limit by which the final price may exceed the initial offer.  Note that in practice you may well negotiate the final price DOWN from the initial offer – remember that because you have a very detailed costing you can use this as a shopping list and negotiate with the final bidder in terms of curtailing scope on a basis that both parties understand and agree to from the “get go”.

At the end of stage 1 only a limited number of bids will be submitted, those that seriously consider that they have something that really fits the requirement and are willing to sign the required certificates and comply with the full RFP Requirement.  Bids that are halfhearted should be disqualified and potential bidders should be warned of this at the first briefing.  The aim should be to narrow the field down to between three and four bids, less than three is undesirable as it leaves one with limited fall back options if something goes wrong with one of the lead candidates.

Note that at the end of Stage 1 it is possible that one bidder will stand head and shoulders above the rest in which case one MIGHT move directly to Stage 3 although I would recommend going through Stage 2 including a couple of the weaker bidders – you can learn a lot through this process and sometimes these apparently weaker bidders may surprise you.

IF there really is NO basis to consider alternatives the steps in Stage 2 provide a structured basis to learn more about the bidder and for them to learn more about your business – after all, they do not need to know that there are no other candidates 

b. STAGE 2 – SELECTION OF PREFERRED BIDDER – Stage 2 involves site visits, including private discussions with the Client’s concerned, a Discovery Workshop with each bidder separately where you seek to gain a better understanding of their offer and clarify things that were not clear in the initial adjudication and they seek to gain further knowledge of your business such that they can move their bid from the Stage 1 Tolerance (20% to 40%) to the Stage 2 Tolerance (10% to 20%).

You should also arrange a detailed “Walk-through” of ALL the systems that make up their offering – a Walk-through in this context is a systematic step by step presentation / demonstration of their software from end to end highlighting those aspects that the bidder considers particularly important in meeting the Requirement.

A key aspect of this Stage is to get to know the Bid Team, Company/s and Products so that you can start to develop an informed view of their real suitability.  If they take you to a reference site that demonstrates a fundamental lack of understanding of what is important to you or if their presentation fundamentally fails to address the essence of your requirement, be on your guard – if they cannot understand your business during the bid process, how will they understand it later?

At the end of Stage 2 bidders resubmit their bid with refinements to the tighter offer price tolerance AND present their offer to an adjudicating panel of Business Executives and Managers.  Bids are re-evaluated and a “Preferred Bidder” is selected.

c. STAGE 3 – DETAILED DISCOVERY, FINALIZATION OF PROJECT PLAN AND CONTRACTING – Bidders are required to contract a fixed fee by the end of Stage 3.

In Stage 3 Bidders are free to talk to whoever they need to talk to in the business and ask whatever questions they need to ask in order to arrive at an enforceable fixed fee.

By the end of Stage 3 the only reason that a change in price will be agreed to is a significant change in the Client’s business or a mutually agreed decision to add an item removed earlier in the bid process or remove an item in the agreed plan.

Detailed planning and scheduling, using the Bill of Services as the basis of the Project Schedule, will take place, deadlines and milestones agreed and all other planning and negotiation will take place.

Management, assisted by Legal advisers for both parties will negotiate to arrive at a final contract that accurately reflects the terms and conditions set out in the Bid Documents, particularly the RFP, and which incorporates terms and conditions proposed by the Bidder in their offers and accepted by the Client in agreeing to move to the next Stage with that Bidder.

d. CONFIGURATION AND COMMISSIONING – the full project to configure and commission the software as agreed in the above Stages based on Executive Engagement, Executive Strategic Facilitation, the Business Simulation Laboratory, Precision Configuration and issue of Certificates, etc.  The details of this component are not central to the ambit of this document.

18. RFP PACK AVAILABLE TO PURCHASE WITH VARIOUS SERVICE AND ADVISORY OPTIONS – this article makes reference to a very comprehensive pack of documents, 19 in all, that form the basis of the Intellectual Property on which this approach is based.  I offer a service to take Clients through the entire process alternatively you may purchase the entire document pack on a licensed single use basis to use standalone.  You may also purchase the pack together with a range of limited scope high value services to assist you to get the greatest possible value out of the method by obtaining guidance with regard to the high level strategic Requirements Specification, Bill of Services, Bid Adjudication Schedule, etc

           


Random Selection of Articles by Dr James Robertson

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
Cnf 046 Insourcing -- Restructuring the IT Department for Better Business Focus and Increased Effectiveness --Armscor Case Study

Case study of a strategic planning project undertaken to develop a customer service focused IT Strategy for the Armaments Corporation of South Africa, the project used strategic marketing concepts to research business user, business requirements and concerns and convert these into a strategic action plan that was measurable and actionable thereby strengthening the position of the IT Department as a partner with the business

Dr James A Robertson PrEng The Business Information Systems 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.

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.

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:


Random Selection of Articles by Dr James Robertson

SNw 051 Strategically Enriching your BIS: Part 3 -- Steps in applying these recommendations

Steps in applying these recommendations with regard to precision configuration in terms of a method of working geared to quickly and efficiently developing high quality data content that captures the essence of the organization and creates a platform to help the organization thrive
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 072 The essence of managing I.T. Projects on time that meet expectation

The management of IT projects generally focuses on the wrong factors, it is vital to focus on the Critical Factors for Success and the Factors causing Failure and manage these effectively using multi-disciplinary teams that effectively balance the tension between cost, quality and time
Cnf 091 Business Process -- Over Rated and Over Stated

Discussion of why the current focus on Business Process Mapping is seriously misplaced and is leading to major inefficiencies and negative project outcomes in the business information systems industry -- concludes that "Business Process Obsession is killing ERP"

Subscribe to our StratNews newsletter

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

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     

Search Articles

Table of Contents

Home

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

Catalogue of Major Business Information System Failures

About the Engineering Approach

James Robertson's Value Add

Attributes of a HIGH VALUE solution

Recognizing Business System Failure

The Critical Human Foundation

Old Software IS Viable

From South Africa

Competencies of Dr James A Robertson PrEng

About Professor Malcolm McDonald

Table of Contents

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

Comments relating to the Business Systems Industry and other topics

Testimonials and other positive material regarding James Robertson

Reference Articles

List of Articles

Article Catalogue

Achieving High Value Business Information System outcomes

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

The REAL Issues in Integrated Business Information System Success

Part 1: Introduction

Part 2 -- Mythology and Lack of Executive Custody

Part 3 – Strategic Alignment and Precision Configuration

Why your ERP is NOT delivering and HOW to FIX it

IT Project Management

Pulse Measurement

CEO Anthony Lee Comments on his experience of the Pulse Measurement

No Charge Guarantee on the Pulse Measurement Service

Examples of Pulse Measurement Outcomes

Critical questions regarding the Pulse Measurement™

The Pulse Measurement Workflow

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

Indicative Pulse Measurement Durations

What is a JAR&A Pulse Measurement?

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

Examples of Pulse Measurement Outcomes over 24 years

Sample Pulse Measurement Reports

Strategy

Strategic Essence: The Missing Link in Business Information Systems

Strategic Essence: Overview

Strategic Essence: Part 1 -- Strategy Defined

Strategic Essence: Part 2 -- Differentiation

Strategic Essence: Part 3 -- The Essence IS Different

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

Strategic Essence: Part 5 -- Discovering Strategic Essence

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

Simple Steps to Increase the Strategic Value of your ERP Investment

Free Strategic Snapshot Toolset and Manual

A strategy focused planning system beyond traditional budgeting

Tough IT and ERP Procurement and Contracting that Works

Robust Business Systems Procurement

Part 1 -- Introduction

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

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

Procurement Documents

Guidance and Advisory Services

The Art of Project Leadership

Why Regular Communication with the CEO is Vital

The Business Simulation Laboratory

Precision Configuration and Strategic Business Information Architecture

Precision Configuration based on Strategic Engineered Precision Taxonomies

The JAR&A Cubic Business Model

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

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

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

Case Studies of Notably Successful Projects with high value Precision Configuration

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

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

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

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

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

Strategically Enriching your Business Information Systems

Part 1 -- Introduction

Part 2 -- Principles of Data Engineering

Part 3 -- Steps in applying these recommendations

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

The Full JAR&A Taxonomy Manual

Part 1: Introduction, Problem Statement, Definitions and Examples

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

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

Example General Ledger Manual

Business Process -- Irrelevant, Distracting and Dangerous

The RIGHT Approach

Custom Strategic Software Design and Oversight of Construction

Standards for Custom Software Specification

What IS Software?

IT Effectiveness

Organizing Outlook

Critical Factors for I.T. Success

A Moral and Ethical Dilemma -- Systems that Fail

Case Studies examining Business Information System failures

The BBC Digital Media Initiative Debacle

The Bridgestone -- IBM Conflict

Speaking and Training

Showcase of Conference Presentations

Most Viewed Presentations

Briefings and Seminars

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

ERP and IT Procurement that Delivers Results

The Critical Factors for IT and ERP Investment Success

Other Seminars

Conferences and Public Presentations

Conferences 80 to 99 -- 2009 to Present

Conferences 60 to 79 -- 2005 to 2009

Conferences 40 to 59 -- 1996 to 2005

Conferences 20 to 39 -- 1994 to 1996

Conferences 01 to 19 -- 1989 to 1994

On-Line Seminars (Webinars)

Webinar on Preparing and Presenting Webinars

Contacting James A Robertson and Associates Limited