Advanced Budgeting & Forecasting

Ref	FI 170	FI 380	FI 570
Dates	21 - 25 February 2011	11 - 15 July 2011	21 - 25 November 2011
Venue	Kuala Lumpur	Rome	Paris
Fees	US$ 4450	US$ 4450	US$ 4450
CPE Credits	30	30	30

• Making your budgeting process more cost effectively
• Motivate managers to "buy in" to the budget process
• Many case studies and illustrations of real companies will be used to help delegates understand how to apply different planning, forecasting and analysis techniques
• Participants will also be given a detailed set of handouts that will enable them to review the topics covered at a later date

• Professionals responsible for budget preparation and management reporting
• Process owners who require a more in-depth understanding of integrated planning and budgeting techniques, along with Financial planners and cost analysts
• Anyone with direct planning and budgeting responsibility, as well as advisors, accountants and business consultants

• Implement advanced planning and control techniques into your budgeting process
• Integrate the budgeting process with the development of the company’s long-term strategic vision
• Provide a decision support structure that provides timely and useful information to decision makers
• Successfully build an integrated planning, budgeting and reporting process
• Forecast costs and revenues with greater confidence
• Apply management tools to the budgeting process that contribute to strategic goals
• Effective manage the budgeting process
• Identify key performance indicators for effective and focused decision making
• Increase profitability and performance through stream lined planning and reporting

Budgets in Today's International environment

• Organizational Planning and Control Framework
• The Product / Information / Decision Support Cycle
• Strategic, Tactical, and Operational Forecasts
• The recognition of risk in Models
• Using Budget Models for Simulation Purposes
• The Drive toward Shareholder Value (EVA®)

The Strategic Plan

• The purpose of planning and budgeting in business
• Defining the strategic approach to business planning
• Defining strategic assumptions
• Building the strategic planning model using financial data
• Various strategic and tactical approaches to business planning
• Defining the Decision-Support model: Assumptions/Goals and Key Success Factors

• Recognizing the Basic Patterns Inherent in Historical Data
• Using the Exploratory Data Analysis Tools Available in Excel®
• Development of Time Series Models using histograms, moving averages, exponential smoothing and regression analysis
• Using Regression Analysis as a predictor and estimator
• Mastering the use of Exponential Smoothing as a Data Analysis tool
• Single Regression vs. Multiple Regression
• Validation of Time Series Analysis

Approaches to Budget Development

• Zero Base Budgeting
• Activity based Budgeting
• Rolling Budgets
• Operational Unit Budgeting
• Programme budgeting
• Developing the Cash Budget

Using Activity based Budgeting

• Developing the ABB application model
• Budgeting for Processes rather than Departments
• Defining Key Cost Drivers
• Defining Key Activities
• Development of ABB Cost Standards
• Developing the Activity-Based Budget

Strategic and Operational Cost Analysis Techniques

• Cost behaviour and breakeven analysis
• Identifying fixed, variable and semi-variable costs
• Application of Regression in the development of budgets
• Building the financial simulation model using articulated financial statements
• Building the financial simulation model using deterministic simulation
• Building the financial simulation model using probabilistic (Monte Carlo) simulation

Developing Manufacturing Standards

• Material Standard Development
• Labour Standard Development
• Factory and Corporate Overhead Standard Development
• Variance Analysis

• Basic Structure of All Optimisation Models
• Different Forms and Applications of Optimization Models
• Developing a Financial Optimisation Model
• Performing Sensitivity Analysis of an Optimisation Model
• Interpreting the Solution of an Optimisation Model to a Non-technical Manager
• Lessons Learned and Lessons to be Learned

 

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