This article introduces critical principles that every executive and manager should know in order to be able to derive full value from their business information systems investments.  These principles apply to your ERP and other financial systems, your business intelligence systems and your general operational software systems.

These principles, correctly applied, will enable most organizations to substantially improve the strategic and operational decision support information yield of their business information systems facilitating better decision making and more effective and more profitable enterprise operation.

They are equally applicable to non-profit and governmental organizations.

This article discusses actions you can take immediately and other actions that will require careful planning and whose implementation will take some time.  It headlines a number of typical problem areas and steps to correct them.  Further articles are planned that will define the fundamental principles that underpin the application of these recommendations and provide recommendations with regard to implementation.

Factors which will indicate whether it is worthwhile to read this article include:

•  Experiencing errors in reports;
•  Different reports on the same information do not agree;
•  You ask what you consider to be a simple question and it takes days or weeks to get an answer;
•  Large amounts of processing in Excel to produce required information including Board packs;
•  Not possible to drill down from management reports without further manual intervention in Excel;
•  You are disappointed with one or more of your systems;
•  Your systems are not delivering all you hoped for;
•  You are locked into "consultants" who should have left years ago and the ongoing maintenance of your systems and reports is a source of frustration;
•  As stated previously, Frank Buytendijk, vice president of research at Gartner Inc is reported to have said at the firm's Business Intelligence Summit in London that "most organizations are not making better decisions now than they did five years ago." this article addresses the fundamentals behind this finding.

These notes apply to differing degrees to every module of every business information system from every software vendor on the planet.  They do not relate to technology, they relate to how information is organized to make maximum sense to human beings and in order to facilitate maximum ease of electronic processing.

They relate to principles that are well understood in certain quarters but hardly understood, or if understood, imprecisely applied in the majority of business information system installations.  These factors are the most significant factors behind Gartner's finding that "most organizations are not making better decisions now than they did five years ago".

These suggestions apply whether we are speaking of financial transactions or product records, whether we are dealing with the General Ledger Chart of Accounts, the Product Class, the Item Master, the Materials Group, Personnel Class or any other database table large or small in any system.

I will primarily use examples from the Chart of Accounts as this is more universally applicable than any other information list and any other Master Data.

Many technologists will look at what is presented here and tell you "but FRED (the name of your system), is so powerful it can handle this!"  Do not listen to them, this is not about technology it is about organizing information in meaningful ways that accurately model the real world so that the full potential of the technology can be unlocked and the data is easily and quickly interpreted by managers and executives.

If you follow the steps set out below and systematically and progressively apply them to your systems you will find in a few years' time that you are getting much more information faster and easier and that your business is running smoother and better.  You may even find that some of your mid-level administrative personnel are much more gainfully employed or that somehow the headcount has reduced without you really planning it.

In considering what follows I suggest that the principal requirements of executives for any business information system include:

•  The answers to questions I have not yet thought to ask;
•  Enable me to run the business MY way;
•  Accurately model every aspect of my business;
•  Totally integrated solution;
•  Entirely reliable and dependable;
•  Fundamentally support the essence of the business and how it thrives (strategy);
•  Fully support my day to day operational functions

What is presented here is designed to assist you to reach the above goals.

All that follows relates to the classification lists, attribute lists, Chart of Accounts and other classification and grouping lists that exist in all software to varying degrees.  These are the classifications that are used to order, group and analyze data.  If they are well structured, well designed and well maintained the software is a pleasure to use, if not ...!

I stress that this information is relevant at the executive and senior manager level -- once you understand the real issues then you can manage the problems referred to above out of your systems.

Account or item names are ambiguous resulting in different personnel posting differently e.g. "Smelting and refining" -- Asset or Expense?  Clean up the lists and make names unambiguous "Smelting and refining operating expenses".

A single item or account covers substantial numbers of diverse transactions monthly e.g. the "Smelting and refining operating expenses" example above is a £100 million asset with hundreds if not thousands of expense transactions monthly.  Break this down into five to ten major categories and, in this particular case, break each of those down into between five and ten categories.  Assemble this into a very carefully designed hierarchical list (taxonomy), code it using structured codes and immediately you will be able to analyze your expenses much more exactly.

The level of detail should model the real world at the finest level of detail that you will ever ask questions on.  The computer can only drill down automatically to the finest level of detail that you capture and maintain and it can only group automatically to the extent that there is logic in your code scheme.  Well-designed lists and codes = easy to post accurately, easy to analyze, electronic drill down and summarization.  The opposite = lots of manual work in Excel or complex reports or both.

Consider the following real world example:

They look reasonable ... don't they?

With the first list you will struggle to answer most management questions, with the second you will answer almost any conceivable management question -- same software, same business, different classification data.

The example above gives you the answer.  Survey your staff, find out where they are struggling to get answers, examine the classification lists, make changes in line with the example above.  I intend to give more guidance on how to do this in subsequent articles.

You are asking questions that are important, for example with regard to market trends, and you cannot get the answers without putting a fairly senior person onto spending days with Excel and direct research to arrive at an answer that no-one has confidence in.

Add the relevant characteristics to the master data e.g. buying patterns for golf clubs are influenced by the sound they make relative to the sound of the clubs used by the top players on the circuit.  Fashions change and it is desirable to monitor trends.  Add "Golf Club Sound" as an attribute on your Product Master record -- an hour or two to add the attribute to the database, some days to classify all the products and immediately you have real time tracking of trends for ever at almost no extra cost.  Just make sure you do the job properly first time -- the Engineering Approach!

You can quickly and easily add any number of attribute lists to your master files in this way and with a bit of effort you can classify all your products and capture the extra data.  This applies to personnel data, to production data, to equipment spares, you name it you can add attributes and it costs almost nothing to do this relative to what you have spent in total on your systems thus far.  And the return on investment is very substantial!

Vital to do this to a high standard or rigour and precision in order to experience the full return.

The key question to executives and senior managers should be "what are ALL the possible attributes that you can possibly think of to describe a ... (e.g. golf club)" -- brainstorm, classify and, if in doubt, add it anyway.

Quite frequently different departments define their own sets of classification codes to suit their purposes.  For example I once found an Item Master where exactly the same earth moving machine tyre occurred in three different places.

Evaluate the logic of the list, select a single instance of the item and close the others down.  If you keep getting incomplete reports or reports from different departments do not agree this is frequently the answer.

You have a significant number of mid-level and even senior staff with spreadsheets producing the monthly Board Pack and other management reports.  When you question the numbers the query has to cascade down through the ranks until the operator at the bottom extracts required data and the hierarchy of managers and accountants process the data back up through their spreadsheets.  Expensive, frustrating and a total waste of time.

Look at the data that is giving the problems and develop overarching logical code schemes from first principles that accurately model the real world.  Introduce these into the Transform layer of a new instance of your data warehouse and transform the data into logically structured hierarchical classifications that you can roll up electronically.  A significant project but will give substantial benefits and probably reduce administrative costs.  I plan to discuss how to do this in more detail in future articles.

I once came across a large multi-national organization where operations, finance and human resources had three different systems -- SAP in the finance domain, another instance of SAP in the human resource domain and a completely different operational system used by those who actually produced the output of the business.  The employee classification and grouping in the three systems did not agree at all to the extent that even the most elementary employee category related analysis was to all intents and purposes impossible.  It is vital to have a single harmonized standard across the enterprise, this standard needs to be driven from the office of the Chief Executive as the custodian of the integrated view of the business and must be extremely well engineered to the highest standards of what I am advocating here.  Once in place huge benefits will result.

Soft measures like customer satisfaction, employee satisfaction, etc are seldom correlated with actual production and sales data for all of the reasons given above and others.

Modify your customer satisfaction instrument (questionnaire post card, etc) so that it is issued in such a way that it has a unique bar code or other identifying code discreetly printed or in some other way linked back to the specific transaction associated with the issue of the questionnaire.  Scan the results back into your system and use the unique code to join the customer satisfaction data with your operational data.  You will immediately be able to monitor performance of a wide range of matters electronically in ways you previously might only have dreamed of.

Point 6 above will start pointing you in this direction.  Critically examine your Item Class, Product Class, Material Group, Employee Group, Chart of Accounts and other major lists in the light of what you read here and what I plan to share with you in the months ahead.  My experience tells me that you will almost certainly discover that they are extremely badly organized with little or no logic, innumerable haphazard groupings, if there are any groupings at all.

If you dig further you may well find that it takes ages for new staff to learn how to post accurately, that new staff may even give up and leave, that posting errors are prevalent, that supervisors and even managers expend significant time working around the badly ordered data, that no one actually trusts the data and that the people who get the job done rely on their own pieces of software and spreadsheets outside of your core systems.

The extract from a Chart of Accounts shown here is an example of an extremely badly designed Chart of Accounts, so much so that the client was running their business almost entirely with Excel.

Interestingly the software vendor told me that his software, call it FRED, "is so powerful it can handle this data".  The client failed to take my advice and is now in Business Rescue.

The answer is not to buy new software, it is to build new classification lists -- by doing this you will dramatically raise the quality of management information and realize the true value of your systems.   This is a classic example of the underlying fundamental behind "most organizations are not making better decisions now than they did five years ago."

Finally you may find that the allocation of overheads is a source of contention and uncertainty.  You may find that your managers are managing off Excel spreadsheets with little or no regard to the financial system.  In extreme cases you may find that from an operational point of view only the Accounts Department and the Auditors really make use of the Financial Suite.  You may also find that the audit costs much more than you would like it to and takes much longer than you think it should.  Look no further than a badly designed Chart of Accounts that does not accurately model the real world with numerous management journals that have no place in the core financial records.

A Chart of Accounts should accurately model the business in a sophisticated compound code scheme that incorporates every element of the business in distinct code segments comprising Divisions, Locations, Functions and Accounts.  These are fundamental logical entities with information management rules as hard as concrete that must be rigorously and precisely defined in highly structured hierarchies and coded to engineering standards of precision.  I use custom developed software to ensure the consistency of the code scheme when I build such Charts of Accounts.  Be aware that people will tell you that their Chart of Accounts complies with what I have just said.  In my experience they almost never approximate the level of engineering rigour that I regard as non-negotiable.

This model then forms the basis of how the entire business is represented to the diverse computer systems that form the administrative backbone of every organization.  Application of this approach can take place in the Transformation layer into the Data Warehouse and, in time, the operational Financial Suite can be reimplemented.

I aim to follow this article with further articles discussing in detail the principles to be applied in this field of Strategic Information Architecture.

I also aim to provide guidance on the approach to be used in implementing these recommendations.

If you recognize that there is NOTHING more important than the configuration data that we have been talking about and that, correctly addressed, remediation of all the above items can make a huge difference.  And your recognize that this should be undertaken to high standards of precision, as you would in any engineering endeavor, you will open the door to add very substantial value to your organization and unlock huge value from your existing business information investment. 

A hundred fold increase in information value is entirely achievable and, coupled to this, greatly improved management efficiency and business competitiveness leading to increase profitability and growth.

I offer advisory services with regard to the application of these principles and would be delighted to discuss how I might be of assistance.  I also offer a light touch diagnostic service to evaluate the state of your information tables and advise how to remediate them.

Yours faithfully

Dr James Robertson PrEng

• Strategic Essence: The Missing Link in Business Information Systems: Part 1 Strategy Defined
• Strategic Essence: The Missing Link in Business Information Systems: Part 2 Differentiation
• The Real Issues in Business Information Systems: Introduction

In the previous article I outlined the extent of the problem associated with poor information content and offered a number of simple examples that pointed to measures you could take immediately.

These issues hinder executives and managers from obtaining reliable answers to their questions when they need them, generate substantial manpower overheads and generally impede the strategic essence and therefore competitiveness and profitability of the business.

I also touched on some more complex problems that would take longer to address but which would produce substantial lasting value IF undertaken correctly.  If you have not yet read the previous article it is available on my website.

Today's article discusses some principles associated with this field that I call "Data Engineering" or "Strategic Information Architecture".

In reading this article you may think that you have a full understanding of what I am writing about.  You might even think that you have what I am referring to.  Please consider the possibility that I am describing a level of excellence with regard to precision and method that goes well beyond what almost every organization on the planet achieves in their business information systems.  Please also consider the possibility that IF you can really get a handle on what I am writing about you will add considerable value to your organization.

Following are some principles that apply to this field:

Determine the strategic essence of the business. 

Remember, when you engage with a document or a list most people read in detail at the start and skim progressively as they run out of time.

In building the hierarchies of your lists place the most fundamentally strategic categories at the top of the list, the things that matter most.  A powerful way of getting the entire organization to focus on the strategic essence of the business, even when processing mundane transactions.

This also ensures that, at the executive level, when you skim the lists and resulting reports the information that is most important to you is at the top of the list, where you first look.

A high level of rigour and precision, finely granular, down to the "last nut and bolt".

Carefully thought out.

Facilitated by a person with considerable information classification and cataloguing experience who demonstrates intuitive understanding of your organization and the subject matter being modelled.

Put considerable time and effort into the design -- a well thought out design can last for ten to twenty years if it is based on the essential elements of the business, see video on my website.

There is a huge spectrum of quality in this field, this is NOT the place to start experimenting.  One can do material damage with a weak design and deliver huge value with a strong design.

Attention to detail, careful wording, logical grouping, accuracy of hierarchy and coding, respects and works with strategic essence and cognitive span.

The opposite of "sloppy" which applies to just about every configuration I have ever seen.

Hierarchy as in:

PLANTS
 ...
ANIMALS
    HORSES
    ELEPHANTS
    DOGS
    CATS
        Leopard
        Lion
        Domestic Short Hair
        etc

A logically structured semantic (word) hierarchy that accurately reflects the real world.

For a practical example click here

I apply a diversity of conventions in building these lists.  The indents above coupled with capital letters for heading level items and proper case for posting level items makes the lists easy to scan and interpret.

Where the software permits, the indents should be mirrored in the code scheme with trailing periods or, as a compromise, zeroes, making the code easier to scan and analyze.

People only understand meaningful text, computers only understand binary digital patterns.  The hierarchy is for the people and the code scheme is for the computer to manipulate.  The code must mirror the hierarchy, I use trailing periods "." wherever possible.

One digit in the code for every level of hierarchy.

Depending on the list -- mnemonic alpha codes where these make sense or numeric where mnemonic is impractical or hybrid alpha-numeric codes.

The average human being can almost instantly grasp the content of a list of seven plus or minus two items.  A person with a limited education will typically grasp no more than five items, someone with considerable education and intellect may be able to grasp a list of nine or at most ten items.  Seven is the optimum.

Every hierarchy should be structured with between five and nine items at every level of the list with ten or more items accepted only in extreme circumstances.  If necessary restructure the hierarchy in order to comply with this rule.

Respecting cognitive span makes it easy to scan large volumes of data and easy to navigate -- vital for effective decision support.

Provided the levels are well thought out and correlate closely with the strategic essence the list will be easy and effective to use, to post to and to roll up from a reporting perspective.

At all times the strategic essence is the highest priority to focus on.

Always remember that you do NOT know the questions that will be asked tomorrow, let alone the questions that will be asked in five or ten years' time.

The defining complexity is the real world.  Any form of "clumping" -- lumping items together because it is too much trouble to think things through to the full level of detail simply guarantees work for mid-level staff with Excel in perpetuity.  The detail is always there at the time of posting, yes it may take a bit more time to train operational staff, but they actually work with the detail anyway so it is really NOT that much of an issue provided the hierarchy is well thought out and makes sense.  Posting actually becomes faster!

Once you have the transactions analyzed accurately and in detail then you can ask new questions with confidence that you will find the answers.

In all of this it is vital to accurately model the real world.

The real world IS complex and detailed.  Accurately reflect complexity in your hierarchies and your code schemes and the software will be easy to use and the databases will become easy to query.  Complex reports will become straightforward.

A fundamental principle relating to this approach is to be able to roll up the operational data to a single dashboard on the screen of the Executive Boardroom with drill down all the way to the finest detail electronically with a series of intuitive mouse clicks.

With high level strategic executive input and associated facilitation it is possible to configure your systems so that this becomes achievable on a consistent basis -- provided you make the data engineering investment required.

Once you have done the above it is then possible to easily conceptualize and build pieces of software that are finely tuned to your business in ways that can provide dramatic competitive advantage and greatly improved profitability refer to the case study on my website.

Application of these principles will give rise to a high value solution that will last for years.  This will be coupled to improved operational and strategic efficiency and leveraged growth.  This growth will be achieved with the current staff complement or staff complement will be reduced if your organization remains at current size of operation.  These principles will also greatly extend the life of your existing systems.

I aim to follow this article with further articles discussing in detail the implementation of this approach.

There is NOTHING more important in your systems than the configuration and master data that we have been talking about and, correctly addressed, remediation of these items can make a significant difference.  This should be undertaken to high standards of precision, as you would undertake in any other form of engineering endeavor.  This will open the door to add very substantial value to your organization and unlock significant value from your existing business information investment. 

A hundred fold increase in information value is entirely achievable and, coupled to this, greatly improved management efficiency and business competitiveness, leading to increased profitability and growth.

I offer advisory services with regard to the application of these principles and would be delighted to discuss how I might be of assistance.  I also offer a light touch diagnostic service to evaluate the state of your information tables and advise how to remediate them.

If you have found value in this article please forward to colleagues and associates.

Yours faithfully,

Dr James Robertson PrEng

James A Robertson and Associates Limited
Assisting clients to thrive through effective and efficient application of Business Information Systems

Seeking to serve the Almighty Creator in all things

In the first article in this series  I outlined the extent of the problems associated with poor information content and offered a number of simple examples that pointed to measures you could take immediately.

In the second article I outlined some important principles which, if effectively applied, will make a considerable difference to the quality of information in most organizations.  This will include being able to get answers to far more management questions directly from your operational systems and the ability to undertake more effective executive level analysis with considerably less manual effort in spreadsheets.  You should also expect general improvements in system operating efficiency at the business level including the possibility of reskilling staff for higher value roles or reducing headcount with regard to low level tasks and reducing dependence on external consultants.

This article discusses steps in applying the recommendations made in the first two articles.

The first stage of any project to raise standards with regard to the quality of corporate information should always be to accurately define the Strategic Essence of the organization.  That is to define the Essence of why the organization exists and how it thrives.  See the previous articles on Strategic Essence for a discussion of the principles that apply.  See the article on -- "Determining Strategic Essence"  for an easy to apply approach to defining the strategic essence.

Once this is understood by the people involved in the project, (both those facilitating the development of the content and those in the organization who are being consulted), they will be able to focus on what really matters.  Understanding the strategic essence enables the facilitator to focus the attention of both themselves and the group on those areas of information delivery that will yield the highest return on investment and make the biggest difference.

Develop an overall plan for enriching your systems taking account of the scale and complexity of measures required to address the different points raised -- do this within a well-structured classification of issues in terms of scale, benefits, etc.

Start developing awareness in all staff with regard to Data Precision with particular emphasis on data entry -- the enrichment will ONLY be as good as the quality of the data capture skills of the operators -- greater precision is required for automated reporting at the strategic executive level.

Identify those small things that will make the biggest difference, for example the Credit Note Reason Codes or Golf Club sound discussed in the first article in this thread.

Some of these items can be fully defined in a short session with key executives, managers and operational personnel, then refined, circulated for comment and review, added as user defined fields and populated in a very short space of time with significant beneficial impact.  Others will take more time and effort.

Always start with a -- clean sheet of paper (empty spreadsheet) together with a facilitator with well-developed classification skills working with executives and senior managers.

Once you have added the key attributes to your master files and accurately populated them you will start to find that some analysis that is presently being undertaken in spreadsheets can be moved into your formal information systems environment.  It will then be possible to generate this analysis directly off your transaction data or in your data warehouse.

You will also start to see opportunities to undertake analyses that previously seemed impractical in terms of complexity.  You may also identify ways in which small pieces of "strategically clever" software can make use of this new data to build more intelligence into your operations going forward.

You may be able to offer new services, deliver existing products or services faster and more intelligently, generate new management capability -- there are all sorts of opportunities that arise once one has this type of quality thrive (doing the right things well) attribute data.  See the case study on my website .

The next step up from this is to look at your major classification lists:

• Item class / item group / product class / product group / ...;
• Customer class /  customer group / ...;
• Personnel class / personnel category / personnel group / ...;
• The General Ledger Master Chart of Accounts frequently represents a major opportunity;
• Whatever other major classifications your main business systems use.

In your initial investigation assess the extent to which there is intelligent use being made of the existing list -- I have encountered major multi-national organizations, including a major London based multi-national, where these lists are so badly designed that almost nothing of value is being undertaken using them.

In other cases organizations are using the data but it is so badly designed that there is a mass of add-on spreadsheets and custom software trying to unscramble the data.

In such cases you might directly implement the new lists in the operational software but I generally advise that you first set up your new table in the data warehouse, map the existing classification onto the new classification and analyze your existing data with the new classification.  On an 80:20 basis this will require 20% of the disruption that will be required to replace the list in your operational software and give you 80% of the benefit.  You can cascade the new list into your operational software later, once you have built up a body of experience with the new list in the data warehouse.

The content of these lists should be designed using all the principles set out in the previous articles in this thread.

The following is an example of the design of a taxonomy for major components of mining equipment for a plant maintenance application.  Note that the taxonomy is filtered to permit summarization based on the trailing periods "." in the code.

A highly structured taxonomy and corresponding code scheme, such as presented here, enables all sorts of structured analysis of the data.  These same principles can be applied to classifying any data set.

One of the major challenges faced by most businesses is the accurate attribution / allocation of costs and revenue to different operational centers in such a way that there is a high level of ownership of all performance metrics including costs.  This should be accomplished in such a way that the consolidation of financial and other performance data can take place electronically in the reports off the primary operational software systems and General Ledger with elaboration in the data warehouse.

Central to this is a coding scheme that I refer to as "The Cubic Business Model ".  This is a highly structured method of coding the Full Chart of Accounts and, from that, other systems.  This is done in order to accurately model the full complexity of the business.  This code scheme is coupled to a highly structured Master Chart of Accounts designed using the principles outlined previously.  This approach is the culmination of over 1,000 hours of Research and Development and is coupled with custom software to fully implement.

An example of such a coding model is presented below:

An additional refinement is to add soft issue measurements to your data, for example based on market Critical Success Factors(McDonald ) , worker satisfaction surveys, etc.  Ideally the survey should have around seven carefully determined Critical Factors (not a quick and dirty brainstorm list).  Then survey your customers as appropriate with postcards, on-line forms, whatever suites your organization and your customers.  If possible do this in such a way that the survey form / card / on-line form can be linked to a particular transaction, for example through bar codes on postcards handed out at paypoints.  Provide some incentive for people to respond and then capture the data in such a way that you can link it to your transactional data in your data warehouse and analyze it.

I hope that this article has given you new insights into how you can gain considerable additional value from your existing information systems.

I offer advisory services with regard to the application of these principles and would be delighted to discuss how I might be of assistance.  Please see the special offer at the end of this email or reply to this email with your contact details and I will connect with you to discuss how I can be of assistance.

Yours faithfully,

Dr James Robertson PrEng

James A Robertson and Associates Limited
Assisting clients to thrive through effective and efficient application of Business Information Systems

Mobile: +44 (0) 776-862-2875
Landline: +44 (0) 207-059-0007

.

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

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

A discussion as to why business information system (and other business improvement projects) fail to deliver on expectations or fail outright, together with discussion of the critical factors that must be taken into account in order to achieve successful outcomes.  This thread is intended to progressively discuss more hands-on specifics of achieving high value outcomes and builds on the Strategic Essence series.  Articles to date include:

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

Discussion of practical specific measures that can be taken in order to greatly improve the information yield of business information systems at both the operational and executive strategic level.  A number of simple steps that can be taken immediately and more complex measures that can be taken over time.  This thread is intended to discuss increasing business system and data warehouse value yield using techniques that lead to significantly improved business intelligence capability, including support for the ability to " obtain answers to questions we had not previously thought to ask".  This builds on the content in the Strategic Essence and Real Issues threads.  Articles to date include:

1: Introduction
2: Principles of Data Engineering

In order to fully apply the methods and principles discussed in the threads above with regard to new systems it is vital that a robust and effective approach to procurement is applied.  This requires a tough procurement approach directed at achieving a tough business outcomes orientated project that ensures a high value outcome.  This thread is intended to discuss the components of such a procurement approach, including the individual documents and processes that make up the approach.  Thereafter the components will be discussed in more detail.  Articles to date include:

1: Introduction
2: Bill of Services, Laboratory, Go-live Certificate, etc

To inquire about purchasing any of the above services simply click on the link below each item, enter your details in the resulting email and send it to me.  If for some reason the email does not open please just hit reply to this email and enter your contact details.  I will revert to you in the manner you request to answer your questions and make arrangements.

Should you require further information please email me and I will be delighted to connect by email, phone or Skype to answer all your questions.

I look forward to being of service to you.

Yours faithfully,

James Robertson