Advanced Financial Planning, Budgeting and Decision Making

Code Date City Fees Register
00F1 November 25, 2018 - November 29, 2018 Dubai – UAE $ 3900

Register Course..

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Objectives

  • Acquire an Understanding of the Fundamentals of the Successful Management of Corporate Financial Performance, from the Development of Strategy through Planning and Budgeting to Performance Monitoring and Control
  • Develop Practical Experience of the workings of a Best Practice Financial Performance Management Model, and of How to Improve Corporate Financial Performance in Real-Life
  • Raise Financial Skills

The Delegates

Professionals with strategic and financial responsibility, Professionals who need to understand strategic implementation and its financial impact, along with other personnel in operations, finance, operations, engineering, planning, procurement and any other area affected by strategic decisions, those whom are held accountable for financial performance .

Contents

  • The Challenge of Financial Economic Decision-Making
    • The practice of financial economic analysis
    • Corporate value and shareholder value
    • A dynamic perspective of business Benchmarking your own strategic position/competitor analysis
    • The agency problem and corporate governance
    • What information and data to use?
    • The nature of financial statements
    • The context of financial analysis and decision-making
  • Assessment of Business Performance
    • Ratio analysis and business performance
    • Management’s point of view
    • Owners’ point of view
    • Lenders’ point of view
    • Ratios as a system – pyramids of ratios
    • Integration of financial performance analysis – the Dupont system
    • Economic value added (EVA)
    • Predicting financial distress
  • Projection of Financial Requirements
    • Interrelationship of financial projections
    • Operating budgets
    • Standard costing and variance analysis
    • Cash forecasts and cash budgets
    • Sensitivity analysis
    • Dynamics and growth of the business system
    • Operating leverage
    • Financial growth plans
    • Financial modelling
  • Analysis of Investment Decisions
    • Applying time-adjusted measures
    • Net present value (NPV) and internal rate of return (IRR)
    • Strategic perspective
    • EVA and NPV
    • Refinements of investment analysis
    • Equivalent annual cost (EAC)
    • Modified internal rate of return (MIRR)
    • Sensitivity analysis, scenario analysis, simulation, and NPV break-even
    • Dealing with risk and changing circumstances
  • Valuation and Business Performance
    • Managing for shareholder value
    • Shareholder value creation in perspective
    • Evolution of value-based methodologies
    • Creating value in restructuring and combinations
    • Financial strategy in acquisitions
    • Business valuation
    • Business restructuring and reorganisations
    • Management buy outs (MBOs) and management buy ins (MBIs)
  • Strategic and Financial Planning
    • Financial vs. managerial accounting
    • Exploring the linkages between strategy, budgeting, costing and performance measurement
    • Understanding what strategic planning is and why it is important
    • Mission; Vision; Strategy; Goals and Objectives
    • The outside environment and the internal context: SWOT and PESTEL analysis
    • What is happening in your company
    • Looking for the drivers of value creation
    • Examples and cases
  • The Framework for Budgeting
    • What is a budget – why create a budget?
    • The budgeting framework
    • Various types of budgets
    • The budgeting process and the human side of budgeting
    • Sales forecasting and budgeting schedules
    • What is the budgeting process in your company?
    • Top down vs. bottom-up budget; incremental vs. zero-based
    • Examples of budgetary schedules
  • Cost Analysis for Budgeting
    • What is costing? Defining costs
    • Cost behavior – Fixed and variable
    • Breakeven models – The Equation Method
    • The contribution margin concept
    • Direct and indirect costs
    • Traditional vs. Activity Based Costing
    • Product vs. period costs
    • Case study and examples
  • Budgeting: case study day – Controlling the budget variances
    • What is the situation in your organization?
    • Is budgeting organized by department and/or projects?
    • Budget variance analysis
    • Describe the difference between a static budget and a flexible budget
    • Compute flexible-budget variances and sales-volume variances
    • Explain why standard costs are often used in variance analysis
    • Integrate continuous improvement into variance analysis
    • Case study, examples and exercises
  • Broadening Performance Measurement Systems
    • Advantages and disadvantages of budgeting
    • How to improve budgeting in your organization
    • What next? Beyond the Budget…
    • The Balanced Scorecard: linking Strategy to budgeting to Performance Measurement
    • Financial perspective, Customer perspective
    • Internal Business Process perspective, Learning and growth perspective
    • Developing and adapting the scorecard

Case study illustration

The Launguage

English & Arabic

The Discount

10% in case of Three P. (or more)

2018-11-24T15:39:14+00:00