Course Schedule

The Complete Course for Financial Expert: Financial and Budgeting Planning

Financial analysis, planning and controlling budgets is targeted towards finding meaningful answers to the significant questions relating to the financial management of companies and determining whether or not the results are fully quantifiable.

This program presents the key financial tools and explains the broader context of how and where they are applied to obtain meaningful answers. It provides a conceptual backdrop both to the financial/economic dimensions of systematic business management and to understanding the nature of financial statements, analyzing data, planning and controlling.

This highly interactive course offers a theoretical background and also the practical tools and techniques necessary for the development of budgeting systems and their related functions. It will also provide opportunity for delegates to focus on developing and enhancing their knowledge and practical application of all the concepts, processes, and techniques involved in budgeting for optimal performance.

This course will assist individuals at every level in the organisation in their involvement in the budget process. Being ‘user-friendly’, it provides the practical skills for delegates to take back to their jobs, along with insights needed to adapt principles to specific work environments.

This course will feature:

  • Strategic planning
  • The budgeting planning process
  • Forecasting techniques
  • What if analysis and report generation
  • Capital budgeting

By the end of the program, participants will be able to:

  • What is the exact nature and scope of the issue to be analyzed?
  • Which specific variables, relationships and trends are likely to be helpful in analyzing the issue?
  • Are there possible ways to obtain a quick ballpark estimate of the likely result, and how precise an answer is necessary in relation to the importance of the issue itself?
  • How reliable are the available data, and how is this uncertainty likely to affect the range of results?
  • Should cash flow or accounting profit be used to evaluate the financial implications of a decision?
  • What limitations are inherent in the tools to be applied and how will these affect the range of results obtained?
  • How important are qualitative judgments in the context of the issue and what is the ranking of their significance?
  • How do we interpret the financial impact of strategic decisions?
  • How should we forecast and plan at a business level?
  • How do we distinguish between different cost systems?
  • How do we manage corporate budgeting, variance analyses and the monitoring of business performance?
  • How do costs behave and how does activity based costing analysis help with an understanding of the problems of overhead allocation, decision-making and pricing strategies?
  • Develop the appropriate techniques for effective budgeting as part of the planning process
  • Design various budgeting models for all elements of a budget
  • Explain the use of activity based budgeting, compared with other budgeting methods
  • Develop and effectively control budgets
  • Provide budgeting knowledge that can be shared for the benefit of your company

The Challenge of Financial/Economic Decision-making

  • The Practice of Financial/Economic Analysis
  • The Value Creating Company
  • A Dynamic Perspective of Business
  • The Nature of Financial Statements
  • The Context of Financial Analysis

Assessment of Business Performance

  • Ratio Analysis and Performance
  • Management Point of View
  • Owners Point of View
  • Lenders Point of View
  • Ratios as a System
  • Integration of Financial Performance Analysis
  • Some Special Issues

Projection of Financial Requirements

  • Pro Forma Financial Statements
  • Cash Budgets
  • Operating Budgets
  • Interrelationship of Financial Projections
  • Financial Modeling
  • Sensitivity Analysis
  • Dynamics and Growth of the Business System
  • Leverage
  • Financial Growth Plans

Analysis of Investment Decisions

  • Cash Flows and the Time Value of Money
  • Components of Analysis
  • Methods of Analysis
  • Applying Time-Adjusted Measures
  • Strategic Perspective
  • Decisional Framework
  • Refinements of Investment Analysis
  • Dealing with Risk and Changing Circumstances
  • Cost of Capital and Business Decisions
  • Weighted Cost of Capital
  • Cost of Capital and Return Standards

Valuation and Business Performance

  • Definitions of Value
  • Value to the Investor
  • Business Valuation
  • Managing for Shareholder Value
  • Shareholder Value Creation in Perspective
  • Evolution of Value-Based Methodologies
  • Creating Value in Restructuring and Combinations

Strategic Planning for Setting Budgets

  • Understanding what strategic planning is and why it is important
  • Clarify the difference between vision, mission statement, goals and objectives
  • The external environment: the need to understand the economic cycle
  • SWOT and PESTEL analysis
  • Tying the strategic plan to the budget

Financial Planning - Elements of Costing and Cost Strategies

  • The nature and behaviour of costs, fixed, variable, semi-variable, direct and indirect costs
  • Standard and actual costing: the difference
  • Understanding overheads
  • Calculating the variances at a detailed level to give real meaning to them
  • Activity Based Costing
  • Absorption and marginal costing
  • Break even analysis: cost volume profit analysis

Strategic Planning

  • Why strategy comes before the budget
  • The strategic planning process
  • Developing a strategic plan
  • Strategic planning tools
  • Where are we now, and where do we want to be?
  • Linking the budget with the strategy


  • What is forecasting?
  • Strategic role of forecasting
  • The forecasting process
  • Forecasting demand
  • Sales forecasting using various methods in Excel©
  • Qualitative and Quantitative forecasting methods


  • What is a budget
  • Budgeting and the Management Process
  • Budgeting framework
  • How to evaluate budgeting software
  • Budget preparation
  • Building the master budget

Using a Budget as a Management Tool

  • Linking strategic planning , forecasting budgeting and reporting
  • Budget cost behaviour
  • Budget cost, volume, profit and break-even analysis
  • Sensitivity & What-If Analysis
  • Budgetary Control
  • Variance Analysis

Capital Budgeting

  • Capital budgeting principles
  • Raising finance
  • Weighted Average Cost of Capital
  • Methods of Evaluating Capital Investment Projects
  • Comparing different projects and their returns
  • Capital Rationing

All participants will be able to offer their input, based on their individual experiences and will find that the program provides a forum that gives an opportunity to consider new ideas and methods and for upgrading and enhancing their understanding of corporate finance and budgeting best practices.