Course description
Financial planning and analysis (FP&A) are the budgeting, forecasting, and analytical processes that support an organization's financial health and business strategy. The FP&A discipline combines an in-depth analysis of both operational and financial data to help align business processes and strategies with financial goals and to evaluate progress toward those goals. It relies heavily on statistical analysis to measure and plan business operations and forecast their financial impact, taking into account internal variables but also broader demographic and economic trends, as well as subjective, qualitative evaluation.
This financial analysis course provides an understanding of how financial planning and analysis can be applied by companies to gain a competitive edge in terms of identifying cost patterns, uncovering savings and maintaining cash flow.
Upcoming start dates
Choose between 10 start dates
Suitability - Who should attend?
Financial Planning and Analysis: controlling and setting budgets, is ideal for:
- Those who have worked in finance for some years, and are looking to acquire the specific skills needed to secure a new role or improve their career prospects.
- Business professionals who are willing to understand the financial aspects of the strategic decision-making process.
Outcome / Qualification etc.
At the end of the Financial Planning and Analysis: controlling and setting budgets, you will be able to :
- Undertake financial analysis training in order to apply financial models and analytical tools
- acquire the knowledge about budgeting and costing terminologies used in businesses
- Acknowledge strategic budgeting and planning
- Acknowledge the significance of a well-defined budgeting and costing process
- Acknowledge the cost behaviour more efficiently and accurately
- Acquire the knowledge to build a performance measurement system at a comprehensive level
- Associate operations and finance for strategy execution and budgeting purposes
- Provide recommendations to support strategic initiatives such as productivity increases, risk mitigation, and the optimisation of profitability
- Analyse and report on the financial implications of various operational decisions and recommend a course of action
- Create and drive business intelligence and planning improvements within an organisation
- Identify business performance reporting challenges and priorities
- Develop and monitor specific performance indicators, reporting on trends and identifying causes of unexpected variance
- Conduct financial modelling, analysis and valuation exercises to support new product development and other ad hoc initiatives
- Prepare and present reports to senior management with confidence
Training Course Content
Day 1
Introduction to Financial Analysis, Planning and Control
- Financial Economic Decision-Making: The challenge
- Financial/economic analysis practice
- Understanding the value-creating company
- Shareholder and corporate value
- Business: A dynamic perspective
- Corporate governance and the agency problem
- Description: What information and data to use?
- Financial statements: Nature
- Financial analysis and decision-making: Context
- Business Performance: Performance
- Business performance and ratio analysis
- Understanding Management’s point of view
- Description: Owners’ point of view
- Description: Lenders’ point of view
- Pyramids of ratios: Ratio as a system
- Financial performance analysis: Integration
- Introduction to Economic value added (EVA)
- Financial distress: Prediction
Day 2
Financial Requirements: Projection
- Financial projections: Inter-relationship
- The overview of Operating budgets
- Variance analysis and standard costing
- Cash budgets and cash forecasts
- Understanding Sensitivity analysis
- Growth and dynamics of the business system
- Description: Operating leverage
- Analyzing Financial growth plans
- Overview of Financial modelling
- Investment Decisions: Analysis
- Time-adjusted measures: Application
- Internal rate of return (IRR) and net present value (NPV)
- Understanding the Strategic perspective
- NPV and EVA
- Investment analysis: Refinements
- Introduction: Equivalent annual cost (EAC)
- Introduction: Modified internal rate of return (MIRR)
- Understanding Sensitivity analysis, scenario analysis, simulation and NPV break-even
- The concept of Dealing with risk and changing circumstances
Day 3
Business Performance and valuation
- The concept of Managing for shareholder value
- Description: Shareholder value creation in perspective
- Value-based methodologies: Evolution
- The concept of Creating value in restructuring and combinations
- Understanding Financial strategy in acquisitions
- An overview: Business valuation
- Description: Business reorganizations and restructuring
- Overview of Management buy ins (MBIs) and Management buy outs (MBOs)
- Overview of Setting and Controlling Budgets
- Introduction to Financial and Strategic Planning
- Introduction and overview of management accounting and Financial accounting
- Association between budget setting, strategic planning and performance measurement
- Introduction to strategic and planning management
- Overview of Mission, vision and objectives
- Description of the planning process
- Overview of External environment analysis, internal resources analysis, PESTEL and SWOT
- Shareholder wealth maximization, financial strategy and value creation
- Understanding Long-term and short-term financing, financial planning and modelling
Day 4
Budgeting: Cost Analysis
- Costing: Definition
- Fixed costs and variable costs: Cost behavior
- Understanding cost/volume/profit (CVP) analysis, contribution and break-even models
- Overview: Non-traceable and traceable cost allocation
- The concept of period costs and product costs
- Understanding absorption costing, marginal costing, direct costs and indirect costs
- Analysis of Product costing for budgetary control, performance measurement and budget setting
- The costing system and activity-based costing (ABC): Refinement
- Budgeting: Framework
- Budget: Definition
- Distinct Types of budgets and Budgeting framework
- Understanding the budget process
- Forecasting sales, costs and sales pricing: Qualitative and Quantitative techniques
- Labour costs and depreciation: Budgeting
- Description: The departmental budget
- Master budget and the cash forecast/budget: Preparation
- Budgeting: The human side and the behavioral aspects
- Understanding Capital Budgeting, Activity based budgeting (ABB), Variance analysis and Budgetary control
- Budget controlling process in your organization
- Introduction to Activity-based budgeting (ABB)
- Capital projects budgeting
- Understanding Discounted cash flow (DCF) investment appraisal methods of internal rate of return and net present value (NPV)
Day 5
Overview of the profitability index (PI) and capital rationing
- Responsibility accounting and budgetary control systems
- Budgeting and budgetary control: The standard costing
- The concept of flexed budgets, fixed budgets, variance analysis and the reasons for variances
- Broadening Performance Measurement Systems: Beyond budgeting
- Integrating continuous improvement into the budget process
- Budgeting: Advantages and disadvantages
- Ways to improve the budget process in your organisation
- Understanding the conflict between the costing system and performance improvement
- Description: Performance improvement and lean thinking
- Beyond the budget: What’s next?
- Associating strategy with performance measurement and budgeting: The balance scorecard
- Adapting and developing the balanced scorecard
- Summary
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London Premier Centre is a UK leading training provider based in London and specialises in international short courses. Our inspiring, comprehensive portfolio of more than 400 professional development courses and seminars covers a wide range of professions from Administration, Leadership,...
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