Planning, Budgeting and Management Reporting (Certified Budget Planner)

About the Course

Name: Planning, Budgeting and Management Reporting (Certified Budget Planner)

Code: FNBN 123

Sectors: Finance, Accounting and Banking

  Date   Days   Venue   Fees


This Planning, Budgeting and Management reporting is a professional and comprehensive five-day course that covers both qualitative and quantitative aspects such as the planning process and reporting techniques. The course provides participants with a number of scenarios and common practice methodologies usually being developed to project the firm's cash flows and the resulting financial position within the boundaries of favorable and unfavorable scenarios.


This training workshop provides a thorough review of approaches to forecasting the company's short and long-term financial position, Cash flow and Financial statements' balances. Participants attending the program be able to:

  •  Identify the probable effects of the major risks and be better able to assess debt-servicing ability and to structure any proposed loan to protect against loss.
  •  Apply the techniques that relate to the key principles of financial management: shareholder wealth maximization; cash flow; time value of money; risk 
  • Appreciate the behavior of costs and identify the costing methods that may best be used in financial planning, budgeting and budgetary control 
  • Use best practices to develop operating budgets, capital expenditure budgets, and cash flow budgets and forecasts in line with organizational strategic objectives
  • Identify the Processes and analysis that needed – inputs and outputs 
  • Using forecasts effectively to make business decisions 
  • Create long-term strategy and capacity planning for organization’s resources. 
  • Enhance skills in management of the manpower budget. 
  • Exercise methods to forecast efficiently.


Strategic Management and Financing

  • Strategic Analysis, Strategic choices and evaluation, and Strategic implementation 
    • The Links between Strategy, Forecasting, Planning, Budgeting, Performance Measurement 
    • Strategic capability and avoiding the Spiral of Death 
    • Shareholder Wealth maximization, Corporate and Shareholder value creation 
    • Financial Strategy, Dividend Policy, the Agency Problem and Corporate Governance 
    • Long-term Financing
      • Debt and Equity; Cost of Equity using Dividend Growth and Capital Asset Pricing Model (CAPM); Cost of Debt; Weighted Average Cost of Capital (WACC)
    • Capital Structure Optimization Models to minimize WACC 
    • Using Strategy Maps to link strategies to Performance Measurement: The Balanced Scorecard
  • Budgeting, Budgetary Control and Performance Improvement
    • To Budget or Not – Purposes and Reasons for Budgets
    • Stages in the Budget Preparation Process
    • Preparation of the Master Budget 
    • Activity Based Budgeting (ABB)
    • Responsibility Accounting and Variance Analysis
      • Standard costing; flexed budgets; budgetary control to measure organisational and management performance
    • Advantages, Disadvantages and Behavioural Aspects of Budgeting
    • The Conflict between Performance Improvement and the Costing System
    • Lean thinking and integrating continuous performance improvement into the Budget Process
  • Financial Planning, Forecasting, and Risk Analysis
    • Porter’s generic strategy of cost leadership and differentiation; Bowman’s strategy clock; full cost pricing; marginal cost pricing; target cost pricing; life-cycle costing; kaizen costing; value-based pricing 
    • Using Excel for Optimum Product mix decisions
    • Short-term Financing, Working Capital, and the Cash Operating Cycle
    • Direct and Indirect Cash Flow Analysis and Cash Flow Forecasting using Excel 
    • Uncertainty and Risk
      • Business Risk 
      • Financial Risk 
      • Systematic Risk 
      • Unsystematic Risk 
    • The Choices available to minimize and mitigate risk
  • Forecasting Financial Statements
    • Quantitative and qualitative Forecasting Tools and Techniques
    • Time series; moving averages; exponential smoothing; Pareto Analysis; trend progression; linear regression; correlation 
    • Forecasting long- and short-term sales revenues, and sales pricing
  • Financial reporting for major accounts and transactions
    • Measuring and reporting accounts receivable 
    • Estimating and accounting for bad debts
    • Costs to be capitalized in inventory value 
    • Inventory cost flow assumptions 
    • Presenting inventory at lower of cost or net realizable value 
    • Simulation 5: hands-on preparation of disclosures on current assets
    • Classifying, measuring and recording long lived assets 
    • Repairs, maintenance, and additions to long lived assets
    • Depreciation and amortization
    • Disposal of long-lived assets
    • Accounting and reporting for intangibles
    • Accounting for investments
    • Passive investment, exercising significant influence or control

Course Certificates

HR Certification Institute (HRCI)

HR Certification Institute (HRCI)

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