• Login

ERP and IT Procurement that Delivers Results

Much of what goes wrong with business information systems is that the procurement process is NOT robust enough to filter out lightweight and doubtful bidders and does NOT result in a tough contract that has the teeth to ensure that the successful bidder delivers on their sales promises

Ensuring high business quality,

low risk ERP and Business System

procurement outcomes


Next date to be advised

London, United Kingdom 


A concise one day MasterClass which will introduce you to a radically different and better approach to ERP and IT procurement

Enables you(the client) to define “the rules of the game”

Process which is fair to all parties, but focused on safeguarding and protecting client interests

Vital insights into why failure occurs and how to prevent it

Minimize business risk and shed risk to the people who claim to be the experts

A tough business results oriented, engineering procurement approach - based on the approach that ensures that construction projects succeed

See and experience ERP procurement differently

Clearly define roles and responsibilities at the strategic executive level

Equip executives to TAKE CHARGE of their ERP or other Business Information System procurement

Concise business appropriate specifications that are tech free

Directed at ensuring that the net is cast as wide as possible to ensure that the most appropriately experienced implementer AND software are chosen to fully meet the business requirement

Geared to discourage and penalize low bidders - thus preventing unrealistic, low bidding

Structured to permit detailed section by section comparison of offers

Systematic progression of business discovery ensures that contractor fully understands the high level mechanics of the business

Systematic progression of software discovery ensures that the client has a solid understanding of what they are buying

Strategically focused – “essence of the business” bid adjudication – what is REALLY important

Highly structured three stage process progressively selects the most suitable software and service provider for fixed price and fixed business deliverables

Contract implementer and software company team composition – the team you buy is the team you get – including executive involvement

Tough certification NOT sign-off – legally enforceable certificates

Contractually prevent scope creep

Onus of responsibility for business discovery rests with implementer as an accountable professional - strong contractor accountability

All promises in writing and contractually enforceable

Robust, tough contract entered into, to prevent failure and thereby achieve success, including enforceable fixed prices

Substantial master document pack available to delegates at discounted fee

Founded on more than 23 years investigating and remediating failed and sub-optimal IT and ERP procurements and 33 years’ experience achieving high value Business Outcomes – all from an ENGINEERING perspective – “engineers design bridges NOT to fall down”

Attend this Executive MasterClass to understand HOW to conduct TOUGH, LOW RISK ERP and IT procurement that delivers results measured in terms of business outcomes



This MasterClass is directed at Executives and Senior managers of enterprises in both the private and public sector, which are about to embark on the procurement of a new ERP (Enterprise Resource Planning), Data Warehouse, Business Intelligence platform or other Business Information System or IT software solution, who are concerned about the number of horror stories of failed and sub-optimal system implementations, and who want to proactively manage their procurement to maximize the probability of a successful outcome

The MasterClass is presented personally by Dr Robertson, and throughout the day points are supported by anecdotes and references from personal experience, ensuring that the material is brought to life in ways that delegates can relate to

Delegates will receive a Compact Disk containing a copy of the presentations, together with a diversity of articles and white papers for future reference

This concise MasterClass summarizes the experience and lessons learned by Dr James Robertson -- The ERP Doctor – a Professional Engineer by training, in seeking to develop methods of managing Information Technology related business system procurement in ways that minimize risk to the client, and maximize high value business outcome

This experience includes numerous "Pulse Measurement" investigations into failing and sub-optimal Business Information System and ERP investments coupled, to assist clients to turn such situations around and achieve successful high value outcomes – this has given a deep insight into the factors that need to be managed and contracted at procurement time in order to achieve a high value, low risk business outcome

The MasterClass is structured around a substantial pack of documents that Dr Robertson has developed for procurement purposes coupled to a systematic multi-stage converging procurement approach, geared to achieving a high quality definition of the overall requirement, a clear definition of the project plan, and an enforceable fixed price contract

Delegates will be given an overview of critical principles and then be taken step by step through the various documents in the pack with a discussion of their purpose and what is required to populate them in a robust manner

The overall approach to the execution of the project, including the Business Simulation Laboratory, issue of certificates and other measures will be discussed

On completion of the MasterClass delegates will have the opportunity to purchase a master set of document templates for either a small to medium or medium to large enterprise at a discounted rate


A concise HIGH LEVEL OVERVIEW that will EQUIP you to TAKE CHARGE of your procurement


(An Engineering Approach to Business Systems Solution Procurement)

Are you about to embark on a significant ERP or IT procurement?

Alarmed by the horror stories:
-          Failed implementations
-          Damaged or trashed businesses
-          Massive cost and time overruns
-          etc

Looking for a better way?

A robust and tough procurement process with the right contractual terms is vital to starting the journey on the right foot

Minimize risk

Maximize potential for a high value long life durable outcome

Register for the MasterClass on “ERP and IT Procurement that Delivers Results”

Learn how to:

-          Define the requirement in a way the business can enforce
-          Contract an enforceable fixed price
-          Cast the net wide to ensure you obtain the best possible solution and                offer
-          Create a basis for robust “allowables” based payments
-          Create a contractual framework that covers ALL the traditional IT                        escape clauses that drive “change of scope”
-          Understand the truth about “change of scope” and HOW to manage it
-          Conduct a procurement process that progressively narrows the field                  until you contract with the most suitable bidder

Delegates to this MasterClass will be able to purchase a pack of proprietary templates for the procurement approach taught on the course at a discounted rate – NOT available anywhere else


Systematic engineered content that will open new insights into how to conduct effective IT and ERP related procurement

1. The ideal -- Questions you SHOULD be able to say "YES" to

Which of these statements are true about your procurement or planned procurement?

a.    Are YOU, as an executive, firmly in control of the procurement process?   Are You calling the shots?

b.    Is the business outcome clearly contractually documented in a high level strategically focused requirements document that will withstand intense legal scrutiny?

c.    Are you absolutely certain that you will select the most appropriate software portfolio for your business for the long haul?

d.    Are you absolutely certain that you have the most appropriate and most highly experienced Implementer project team?

e.    Are the senior members of the Implementer team contractually locked in for the duration of the project?

f.    Do you have contractual rights with regard to substitution of Implementer team members?

g.    Do you have an achievable and viable twenty year outlook on this investment?

h.    Have you fully realized that “as is Business Process Mapping” is a total waste of time and have you contracted out of it in favour of high level Strategic Discovery?

i.    Have you got “out of scope” contractually managed?

j.    Do you have a high level of confidence that the contract price and deliverables are realistic and solidly and enforceably contractually defined?

k.    Are all documents and conversations presented in plain language YOU understand?

l.    Do you have a totally independent and highly experienced professional advisor who has done this before repeatedly, on your team?

m.    Do you have a document pack that comprehensively defines all your current reports, spreadsheets and custom applications as a point of DEPARTURE for your new system?

n.    Do you have a prescribed and mandatory Table of Contents for bid documents so that allows you to line up tender offers and compare them section by section?

o.    Do you have a structured and numerically rated and weighted adjudication schedule that will allow you to quantitatively assess the relative strength of different bids?

p.    Do you have a checklist of items that are prerequisite for a bid to be considered?

q.    Do you have an extremely detailed Bill of Services that will form the basis of progress payments?

r.    Do  you have a detailed and proven step-by-step procurement process that will progressively lead to selection of the most suitable software AND implementer with a realistic negotiated project plan, fixed price and tough, enforceable contract?

s.    Do you have a solid understanding of the impact of configuration precision on the outcome?

t.    Do you realize that some level of custom development is inevitable AND desirable and have clear measures to manage this?

u.    Do you have a clearly defined and robust laboratory based business simulation approach that will ensure that the configuration and customization are comprehensively and rigorously proven to be stable and reliable under ALL possible conditions?

v.    Will ALL reports, dashboards and Business Intelligence functionality that you require in order to run the business at full productivity and effectiveness be proven to work reliably BEFORE commissioning (“go live”)?

w.    Will workflows be proven to work reliably before commissioning?

x.    Will ALL staff be comprehensively trained and competent in using the new system BEFORE commissioning?

y.    Does your procurement process make provision for progressive, robust business discovery by bidders as the field of bidders is progressively narrowed to the final bidder?

z.    Do you have a robust certificate based approach to the approval of any specification, test outcome and, in particular, with regard to acceptance of the final configuration BEFORE authorizing commissioning?

aa.    Does your procurement process make provision for progressive, robust software discovery by the business as the field of bidders is progressively narrowed to the final bidder?

bb.    Is your entire procurement, discovery, specification, customization, configuration, testing, commissioning and operating approach robustly engineered to achieve success by eliminating every possible cause of failure?

cc.    Do you have the SAME level of comfort about the outcome of this project as you would if you were erecting a new factory or office tower?

dd.    Do you have a robust expectation of dramatic, sustainable business improvement as a consequence of this investment?

ee.    Is increased competitiveness and effectiveness supporting accelerated sustainable growth and sustainable profitability the number one consideration when you consider this investment?

If you can say “YES”to all or most of the above questions you do NOT need this MasterClass, BUT IF you said “NO” you should attend the MasterClass and learn how you CAN get to “YES” on all of the above points


Learn HOW to get to YES on ALL the above

2. The reality -- Questions you reluctantly have to say "YES" to

Which of these statements are true about your procurement or planned procurement?

a.    You know what the required business outcome is but you are unsure whether anyone else has the same picture?

b.    You take a strong position but most of the time you do NOT have a clue what is going on?

c.    You really do NOT know how you will choose the best software for your requirements?

d.    Your requirements definition is unstructured and full of meaningless and spurious clauses like “user friendly” and “must be Microsoft”?

e.    You have abdicated in favour of some mid-level tech fan who you hope has some vague business understanding?

f.    Vendors talk past you with incessant technobabble about “the CLOUD” and other subjects that you do NOT understand and are afraid to reveal your ignorance of?

g.    You have NOT really thought about the Implementers since you really do NOT know how to differentiate and so you are focused on software features as the primary basis for decision making?

h.    This is the first time anyone on your team has undertaken a procurement of this nature?

i.    The only person on your team who claims to have done this before is a recent mid-level recruit from a totally different business who makes extravagant claims about his knowledge and experience?

j.    You are forced to go with the vendors contract because you do NOT know where to start in drafting you own contract?

k.    Your requirements are largely expressed in terms of software functionality with a few vague and general clauses relating to the nature of your business?

l.    You are assuming that all Implementers are roughly the same and there is NOT much to choose between them?

m.    You are assuming that use of the software by a competitor guarantees that it will work for you?

n.    You are assuming that implementation experience with a competitor guarantees that the Implementer will know how to implement for you?

o.    You have a rigid and uncompromising “no customization” policy that is absolutely NOT negotiable?

p.    You are uncertain how you will contain “change of scope”?

q.    You are hoping you can contain scope with bluster and brute strength – but you know you do not have the knowledge to back up your position, so you will crumble eventually?

r.    You are NOT sure how you will compare competing bid documents, let alone adjudicate offers reliably?

s.    You are planning to rely on “gut feel” and “chemistry” to make your final buying decision?

t.    You are unsure which Implementer personnel will actually DO the work once the contract is signed?

u.    You feel that you are a bystander in the process?

v.    You have a rough procurement plan that is being driven more by the bidders than by your own staff?

w.    The bid documents you have received are boiler plated packs of generic documentation that say almost nothing about your business?

x.    Will you finally go with a “big name” Implementer for “safety” even though you hear rumours of dramatic failures – you are hoping that somehow your project will turn out differently?

y.    You are NOT even thinking of strategic gains?

z.    Somehow head count reduction and workflow efficiencies will pay for this?

aa.    You are gearing up for a comprehensive and onerous “as is” and “to be” Business Process Mapping exercise as the KEY to a successful outcome?

bb.    You are relying in large measure on “the integrity” of the bidders?

cc.    This is the first time you have heard anything about the concept of “Precision Configuration”?

dd.    You are NOT sure HOW you will measure progress or approve progress payments?

ee.    There is a real probability that you will have expended far more budget than there has been work done, measured by what is required to complete the project?

ff.    You are NOT really sure how you will know when you are ready to “go live” other than that you will have reached the scheduled date and exhausted the budget, so you really will have little alternative BUT to “go live”?

gg.    You know that in reality you will have NO legal recourse against the Implementer should the project be a mess, or the “go live” be shaky or damage the business?

hh.    You have accepted that you will only be able to test reports ONCE the system has been running for a few months?

ii.    You will actually only be able to look at workflow optimization in practice sometime in the future?

jj.    There will be a few staff moderately well trained, but most of the staff will ONLY get exposure to the system when they are “thrown in the deep end” at go-live?

kk.    You are chasing “sign off” as opposed to seeking formal approval with penalties for unwise signatures?

ll.    You are aware that failure is rift but you are hoping that somehow you will get it right?

mm.    You are lying awake at night, seriously doubting what is going on, but not knowing what to do about it?

nn.    You are seriously considering joining another company BEFORE go-live?

oo.    You are hoping to get five years life out of this investment before you have to start again?

pp.    Implementer team members can leave anytime they feel like it and you have NO say over replacement?

If you said "YES" to many or most of these questions then this Briefing is for you!!


Learn HOW to get to NO on ALL the above

3. The Answer -- MasterClass on ERP and IT Procurement that Delivers Results

If you answered “NO” to most of the questions in Section 1 or “YES” to most of the statements in Section 2 you will find this Executive MasterClass invaluable

You will be taken through a set of principles and a method which will show you how it IS possible to say “YES” to ALL the questions in Section 1 and “NO” to ALL the statements in Section 2

Please see below for venue and investment details

Click on the “Register” button to send an email to register for the MasterClass and we will respond with an invoice and a copy of Dr Robertson’s book “The Critical Factors for Information Technology Investment Success”


A POWERFUL explanation of the REAL issues associated with achieving high reliability, TOUGH Business Information System (ERP+) procurement

ERP and IT Procurement that Delivers Results

Delegates to the MasterClass will also have the opportunity to purchase a set of Procurement Document templates on CD for either:

-- Small to Medium Corporations

-- Medium to Large Corporations

For a special fee

Delegates to the MasterClass will also have the opportunity to order a "Pulse Measurement" investigation into their systems or other service for a special fee plus travel, accommodation and subsistence outside of London, UK -- this discounted fee applies to orders placed within 30 days of the MasterClass

Delegates to the MasterClass who attend the full MasterClass and at the end consider that they have NOT received value for money may ask for a full refund of the MasterClass fees provided they return the MasterClass material before leaving the venue


A small investment for a DRAMATIC shift in perspective leading to EFFECTIVE NEW ACTION

Email us for more information


Random Selection of Articles by Dr James Robertson

Cnf 082 A strategic approach to corporate planning, management and governance

Considerations with regard to governance of information technology and business systems taking account of the abstractness of information technology solutions
Std 018 Procurement: 09 Table of Contents of Submission

The Table of Contents of the Tender Submission is prescribed in detail in order to ensure that different bids can be lined up against one another and accurately compared
Cnf 076 The Problem of IT Mythology and Mystique - Bringing IT Audit Down to Earth

The real issues in IT Audit, cutting through mythology and mystique to examine the factors that should really be examined in IT Audits, ranging from strategic alignment and governance through to effective IT staff alignment with the business through boots in the mud socialization
Cnf 085 Precision configuration -- Information Technologies' orphan child

The single biggest "hard" factor in the under performance of business information systems relates to what I call "sloppy configuration", this presentation outlines a concept that I call "precision configuration" and explains how it can make a huge difference to business information system value delivery

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:

Subscribe to our Newsletter

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

Random Selection of Articles by Dr James Robertson

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 093 Adopting a focused approach to strategic business improvement

A strategic design focused approach to strategic business improvement using a critical issues approach that addresses the weaknesses of conventional methods and brings engineering rigour to the field of strategic business improvement
Cnf 037 The Reasons Why More Than 70% of Corporations are Dissatisfied with their I.T. Investment : How Senior Management can Respond Proactively to Overcome This Syndrome in Their Organizations

The factors causing sub-optimal business information system project outcomes and executive frustration and what is required to overcome these problems
Cnf 074 A Moral and Ethical Dilemma -- Systems that Fail

The prevalence of IT project failure, the factors that cause failure, the Critical Factors for Success, the problem of IT people who lie, issues of integrity, morals and ethics, the need for a regulatory body and legislation
TxM 102 Taxonomy Manual Part 3: How to do it, Case Studies and White Papers and other References

Discussion of how to do it, real world complexity, challenges and opportunities, preparatory steps, design and development, coding conventions and standards, a series of case studies in which dramatic benefits accrued through use of Precision Configuration and other references

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

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


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