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Examples of Pulse Measurement Outcomes over 24 years

Following are some examples of Pulse Measurements and their outcomes.

Since the method and the findings relate to business principles, governance, psychology and related issues and since the fundamental technologies involve occur globally I have complete confidence that the method will be entirely relevant to your organization.

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Frequently on completion of a Pulse Measurement clients are comfortable to action my recommendations themselves, sometimes they engage me to assist further.  In some cases my findings are highly unpopular with certain parties and it is politically expedient for clients to disengage from me.

These examples have been selected from projects over the last 24 years across diverse industries in order to give an indication of typical situations and outcomes:


     1.   Transport Holdings – see material on webiste

Development project not delivering over eighteen month period.

In two days diagnosed completely inappropriate technology solution and lack of competence on the part of developers and enabled Chief Executive to see the way forward – see interview on the Pulse Measurement page of the website.

Subsequently assisted client with procurement and implementation.


     2.   Perfume Marketing and Distribution Company

ERP and warehouse solution stalled for several months.

In less than a week diagnosed inappropriate implementer project staffing, management and approach including a dishonest bid.

Subsequently assisted client to turn the project around and bring to completion in five months delivering substantial strategic value.  Client is highly profitable today.


    3.   Wholesale Chemical Distribution Company – JD Edwards and big brand implementer

Eighteen month JD Edwards implementation by big brand Consulting firm.  After five months of live operation warehouse output was still extremely slow and delivery promise was being consistently broken to just-in-time manufacturing clients.  The client was starting to lose their biggest customers.

Within five days established that the configuration was fundamentally flawed and that none of the consultants could explain why it was the way it was or what was required to rectify the problem.

Advised the CEO to return to previous system for business strategic reasons and initiated discussion with previous service provider.  Client returned to previous system in five weeks and six months later referred to the decision as “the best decision we ever took”.


     4.   International Gold Mining Company – SAP R3

Non-functional SAP R3 Implementation including Projects, Plant and Materials across two continents.

In a week established that that the configuration was so deficient that re-implementation was the only option and showed executives why this was so.

Client decided to re-implement but out of consideration for shareholder opinion went with big brand implementer contrary to my recommendations.  Client is now in Business Rescue having closed one mine because costs ran out of control. Shareholders have lost their investment.  I am confident that if they had followed my approach they would be profitable today.


     5.   Large Construction Company – SAP R3

Full house SAP R3 implementation using a team of free-lance consultants that was going way over budget and deadline with massive demands on time from in-house personnel.

In a few days established that the external Project Manager was incompetent and that entire project approach was inappropriate.  Recommended a revised approach.


     6.   Warehousing and Distribution Company

Procurement including ERP and warehouse solution stalled with Management unable to make a buying decision.

In a few days established that the definition of the requirement was fundamentally flawed, that the adjudication criteria were inappropriate (the defining requirement was the Warehouse solution and not the ERP) and that both of the offers were unsuitable.

Subsequently facilitated a rigorous expedited procurement process where the final decision was between Sage X3 and SAP R/3 with EWM with Red Prairie as an alternative warehouse solution.  Client finally opted for Sage X3 and Red Prairie because there was only one EWM implementation in  the region and it was immature and rocky at that stage and there was an in-house relationship with the Sage X3 implementers (I advised in favour of SAP with Red Prairie).


     7.   Major Mining House– major user of SAP R3

Overall health check on the IT Department with particular emphasis on highly ineffective management reporting – a team of Chartered Accountants spending three weeks a month producing the Board Pack in Excel.

In two weeks found major governance issues with regard to IT across the entire Group globally and major weaknesses with regard to the SAP configuration, particularly in the Materials Master and including problems in the SAP Business Data Warehouse implementation.  Subsequently assisted on a number of fronts.


     8.   Fertilizer Manufacturer – BPCS

High levels of Executive frustration with incumbent BPCS ERP and associated custom development.  Strong sentiment to scrap the software even though it had only been recently implemented anew.  Implementation included Warehouse Management and Manufacturing.

In one week established that the software was a strategically poor fit to the business and that the custom development outside the software was necessary but was seriously complicated as a consequence of an unwise “zero customization in the software” policy that had seriously complicated fitting the solution to the software.  Also found that the bad attitude at the management level was in part due to an extremely toxic attitude on the part of the IT Manager and partly due to extremely bad communication between the technical team and management.

In a further two weeks undertook a comprehensive audit of what was required to remediate the system and submitted a second report.

Facilitated a decision in which the CEO took personal charge of the system and issued a formal policy decision that the system would not be changed and that all staff were required to “make it work”.  Assisted management in a decision to replace the IT Manager.

Also facilitated a discussion with the software providers where the client locked out of upgrades and secured the right to the source code and a five year support contract on the existing software with the right to renew.  This was accomplished on the basis of “The Right to Maintain and Repair”.  The system lasted for another eight years until the business replaced the system in their time and to meet their requirements.


     9.   Steel Product Manufacturing Company –  (Baan / Infor)

Very poor operating performance and information gaps and distrust of information at the Executive and Senior Management level with Baan as long established ERP including Warehousing and Manufacturing management.

In a week established that the problems resulted from extremely poor system configuration and overly lean system operation and support and enabled management to see what was required to rectify the problems.  Provided further guidance.


     10.  Construction Company

Three different operating divisions running three different systems, one an in-house developed legacy green screen AS/4-- system, one an off the shelf industry specific ERP and Construction Management system and the third a new in-house developed application.  Goal was to select one system for the entire business.

In a week established that the in-house development was badly conceptualized, badly executed and should be terminated and that the off the shelf system was basically suitable for all three divisions.  Proposed a rigorous evaluation process to enable the business to accept these recommendations but the project was shelved owing to a downturn in the economy.


     11.   Clearing Agents

Called in to investigate a system implementation of an industry specific system from Australia which had been stalled for nine months.

In three days established that there was a total strategic misfit between the software company and the client company in terms of service standards and that fundamental mistakes had been made with the implementation.  Enabled the Executive Director to see that the new system was totally inappropriate and then facilitated the selection of a new system with a high level of strategic compatibility between the service provider and the client.

At the end of the second day of the Pulse Measurement when I briefed the sponsoring Executive on my findings to that point he exclaimed “the lights have now gone on, I can see exactly why this is not working”.


     12.   Risk Management Consulting Company

Called to investigate a stalled development project that had repeatedly missed deadline.  Client was facing a contractual deadline with severe penalties if they did not have the software operating three months from the date I was called in.

In two days I established that the developer was incompetent to the level of being fraudulent and that there was nothing to show for the nine month investment.  Then assisted the client to bring together a professional team to develop a simple piece of software that on an 80:20 basis enabled the client to meet their contractual deadline with the 20% of functionality that would deliver 80% of the required business functionality.  I was responsible for the high level strategic design of the solution and the Precision Configuration.

The solution was so successful that the client achieved major operational efficiencies and dramatic management information gains way beyond expectations as discussed in the Case Study.


     13.   Primary Healthcare Provider Network

Client had been advised that their character based DOS system had reached the end of its life and should be replaced.

Assisted client to evaluate options, undertook a comprehensive evaluation of alternative systems on an international basis and established that the cost of creating the solution the business said it wanted was not justified. 

Then conceptualized and specified a solution to strengthen the existing system and reduce risk associated with the software developer.  This was carried out and the system lasted for eight years before it was finally unsuccessfully replaced with SAP R3 and subsequently by another system.  Developer was killed in a flying accident six months after commencement of the project but by that time the measures that I had prescribed to improve system maintenance robustness had reached such a level that the impact was limited.


     14.   Mining Contracting Company– Movex M3

Client was unsure whether Movex M3 system was suitable for their needs and was running without an IT Manager.

In less than a week established that Movex was suitable but needed reimplementation and assisted them to develop the job description of a new IT Manager.  Subsequently assisted with the interview, selection and induction process and with other aspects of carrying out my recommendations.  Advised on re-implementation but they eventually went with a process focused implementation and did NOT achieve the expected benefits.  Highly sub-optimal General Ledger implementation.


     15.   Public Water Supply Utility Company– JD Edwards

Client was dissatisfied with their existing JD Edwards ERP Solution coupled to Maximo Asset and Maintenance Management.

In three days established that at an operational level the systems were performing well but that there was a major communication and understanding disconnect between the new executive team and operational managers on both the business and system sides.

Established that there was no reason to replace any of the systems but that measures to improve communication and to orientate operational managers with regard to executive information requirements were necessary.  Proposed a plan of action.


     16.   Insurance Broking Group

Client was extremely dissatisfied with their existing custom developed software and was facing a breakdown in relationship with the developers as well as regular system failures.

In three days established that the software was well designed and built and that the developers were highly competent.  The technology failures were a consequence of the adamant refusal of the responsible business executive to spend money on new hardware even though the business had doubled in size in the time the hardware had been in use.

The breakdown in relationship was a consequence of extremely toxic behavior originating with the same executive that had almost totally alienated a loyal team of people.

The business executive had a Human Resource and Marketing background and no technical knowledge or experience with the result that he was inappropriately qualified to manage the Business Systems function and was operating out of assertive ignorance.  Recommended that the governance of the service provider and the IT function be moved to another executive, that a substantial new investment in hardware should be made urgently and that measures should be taken to restore the relationship with the service provider.


     17.   High End Leisure Products Retailer

Client was being serviced by a small software development company which had custom developed the software in use.  Client was concerned with regard to sustainability of the system and service provider and was considering replacing it.

In three days established that the developers were competent and the software was well developed and managed but that despite dramatic growth the client was paying extremely low fees with the result that the developer could not invest in the software or provide manpower redundancy or better documentation.  This was placing the client at serious risk.

Enabled the client to see that they should invest in the product and service provider and undertake a systematic program of action to safeguard the investment.  Assisted subsequently.


     18.   Large Scale Wine Producer

Client was experiencing difficulties with an industry specific package from Australia and wanted to know whether to replace it.

In two days established that the software was technically well suited but that there were issues with the financial viability and integrity of the local representative.  Subsequently facilitated a number of discussions with the Australian principles but the relationship had broken down to such a level that the client decided to replace the system anyway.


     19.   Stationary Products Manufacturer

Seemingly unexplainable errors in financials, stock figures and production figures had caused management to suspect that they were being defrauded by their Financial Manager.

In six hours established that the Financial Manager was honest and was doing her best but that unwise staff appointments, particularly in the warehouse, coupled to lack of training and poor system disciplines were resulting in unreliable data that the Financial Manager had taken upon herself to try and remediate instead of escalating to the owners of the business to take more fundamental measures.


     20.   Domestic Appliance Importer and Distributor

Client was operating an ERP and Warehouse Management and Fulfillment solution that was based on a product that was in use in a small number of organizations but which had been substantially modified by an in-house team in order to meet business requirements.  Client was concerned that the system was at end of life and should be replaced.

In three days established that the software was well maintained and that there were effective disciplines but that there was a major problem in terms of IT reporting to Finance that was forcing the Finance view on the rest of the business and cramping development and support to other parts of the business.  The IT Manager had particularly weak business communication skills.

Subsequently facilitated the re-positioning of IT under the Chief Operating Officer, repositioning of IT as Business Systems and provided coaching to the new Head of Business Systems in order to better equip him for his new role.


     21.   Newspaper

Client was choking with old and unreliable business systems and office automation hardware that was at end of life and also questioning diverse aspects of its technology portfolio and not sure what direction to take.

In two days advised client to replace hardware on a large scale and to go to the market to replace the existing support service provider with a larger service provider with a more strategic view and capability.

Subsequently provided advisory services with regard to implementation of these recommendations.


     22.   Government Competitions Agency

Client was looking to raise the bar in terms of their Business Systems capability.

In two days identified the way forward.  Subsequently drew up a job description for an IT Manager and assisted in his appointment.  Also developed a Strategic Requirements Definition and tender documents for procurement of a new system, facilitated the procurement and advised during the implementation.  Managed to hold the service provider to a fixed fee and fixed business outcome even though the Service Provider ended up expending about three times the budgeted time at no extra cost to the client.


     23.   Major Bank – Oracle

Client was busy with implementation of Oracle suite.  Completely separate teams for Finance, Human Resources and Procurement.  No congruent integrated view of the information and lack of structure and logic within major classification schemes.


     24.   Fleet Contracting Company

Client was concerned that existing AS400 based green screen software application was obsolete.

In three days established that the system was robust and sustainable and represented a very substantial investment in leading thinking key staff members.  Enabled management to take a quality decision to remain with the system and invest in it.

     25.   Petroleum Distribution Company

Client was a start-up company and needed to purchase an ERP for their wholesale fuel sales and distribution business.

In three days headlined the requirement and provided role clarity of governance of the Business Systems function.  Client subsequently purchased SAP R3.


     26.   Dairy Products Manufacturer and Distributor -- BPCS

Client was dissatisfied with its BPCS ERP system including Warehousing and fulfillment and also with its IT Department.

In three days established that the system was basically well implemented and operated but that the IT Manager was extremely technology focused and was failing to communicate effectively with the business.  Recommended re-positioning the IT Function as a Business Systems Function and moving it from under finance to report directly to the Chief Executive.

Subsequently assisted in drafting a job description for Head of Business Systems and in interviewing and inducting a new appointment from the team of external consultants that was advising the business as Head of Business Systems.


     27.   Armaments Design and Manufacturing Corporation

Appointed to develop an Information Technology strategic plan and assisted the client to see that the Business actually required a strategic plan that was business aligned.  Facilitated the development of this plan.

There are other examples.

Pulse Measurements have almost universally resulted in a shift in client understanding at the Executive or Senior Management level and in new action that would not have occurred otherwise.

There are a number of client and other recommendations with regard to my services and approach on my LinkedIn profile at   www.uk.linkedin.com/in/drjamesarobertsonerpdoctor/


Should you require further information please do not hesitate to contact me.

The Essence of the Pulse Measurement

A concise high impact investigation that quickly delivers an accurate diagnosis of the cause of system problems in Business Language that makes sense to executives coupled to prescription of practical and actionable treatment

IF you have the SLIGHTEST RESERVATIONS about whether you are obtaining the full value from your Business Systems and ERP investments;

or are in the least bit concerned that your systems are HARMING YOUR ORGANIZATION;

or your project is stalled;

or you want a view on the best way forward;

or you want to embark on procurement of new systems and need high level guidance;

or simply want an independent second opinion on any business systems related matter;

then contact us NOW

The fees are MINIMAL relative to the savings that many clients have experienced

And IF you are NOT fully satisfied with the service after the first day you may terminate the engagement and pay ONLY travel and expenses outside of London


For more information visit the main Pulse Measurement page

Click here to email us now to discuss your requirements and obtain a proposal without obligation

Random Selection of Articles by Dr James Robertson

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

A business information systems project that extends across the full ambit of the organization is almost certainly the most difficult and most challenging project that any organization can undertake.  This MUST be driven by the CEO as custodian and supported by a highly experienced and very mature Project Leader.  These two people must communicate constantly and effectively in order to ensure that they remain aligned to give the CEO the solution that is required
Cnf 026 Information Architecture and Design of FIS -- Rennies Group Limited Case Study

A very successful project in which an overarching Master Chart of Accounts was designed and applied across over 200 companies in a large investment group giving significant benefits
Std 001 Simulation Laboratory Standards

Comprehensively configure and break the configuration until it cannot be broken any more and then comprehensively prepare the system and the business for operational deployment so that an exceptionally high value outcome is achieved with comprehensively mitigated risk

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

Business System Failure is RIFE -- we offer insight into why this happens AND WHAT is required to prevent it.

Failure is at epidemic levels with massive damage done to client companies -- if you are NOT aware of the extent of the problem please visit the About Failure page for a catalog of major failures running to billions of Pounds and Dollars.

All evidence indicates that the established players do NOT know how to deliver stable, reliable high value solutions that WORK.

There HAS to be a better way!

This website provides information relating to that way with a large collection of white papers, presentations, standards documents, etc that you can use to start bringing the situation under control

We also offer high level advisory services with regard to the application of the principles advocated on this website

We offer an ENGINEERING APPROACH to addressing these issues

Click here to read more about the Engineering Approach

By Engineering I mean the formal, structured, highly disciplined, highly systematic, highly practical approach that consistently delivers results in ALL areas of human endeavor where formally trained and certified engineers are the ONLY practitioners permitted to operate -- think large buildings, factories, motor vehicles, aircraft -- highly complex systems that work at a level that we take it for granted that they WILL work and where failure is all but unthinkable and, when it happens, attracts immediate public attention and rigorous investigation directed at ensuring that such failures are prevented in the future -- in fact, everything that the management consulting industry that implements complex software systems is NOT

This approach is discussed further on the Engineering Approach page.

Book -- The Critical Factors for Information Technology Investment Success

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

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

Search Articles

Random Selection of Articles by Dr James Robertson

Std 021 Procurement: 12 Information required from Third Party Software Suppliers

In some cases bidders may need information from third party software suppliers who are providing services or information to the client, this document provides basic information for this purpose
SNw 052 Robust Procurement: Part 3 - Exec Engagement, Bid Compliance, Adjudication and other matters

A discussion of the importance of executive engagement, bid compliance evaluation, a structured approach to bid adjudication and other matters
Cnf 071 SA Engineering to Thrive SAICE Railways and Harbours

The application of the principles that I have developed and successfully applied in the business information systems and IT arena to the broader technology arena in South Africa with regard to the challenges being faced in the South African economy with a view to developing an initiative to turn the economy around from a technical perspective
Cnf 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

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Connect with James Robertson on LinkedIn

James has a very detailed profile on LinkedIn should you require further information about him.

You can also connect with him on LinkedIn at http://www.linkedin.com/in/DrJamesARobertsonERPDoctor

James has an open networking profile -- click on "Connect" and use email address James@LinkedIn-at-JARA.com.

Contact Us

You can contact us on

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

LinkedIn at http://www.linkedin.com/in/drjamesarobertsonerpdoctor

Facebook at https://www.facebook.com/james.a.robertson.393

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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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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