Budgeting From A to Z: The Nuts and Bolts of Budgeting

• Chapter 0 - Overview
  • Learning Objectives
  • Specific Objectives
  • The High Road™ Manager
  • Workshop Roles
  • Introduction--Own Up to the War
  • The Top Seventeen Budget Problems
  • The Endless War
• Chapter 1 - The Whys and Wherefores of Budgeting
  • Learning Objectives
  • Summary--What Is Budgeting?
  • Who Won and Who Lost?
  • Increase Your Budget IQ
    • What Budgeting Is and Is Not
    • Your Firm's Potential
    • Why Your Organization Needs to Budget
    • The High Road™ Budget
    • The Minimum Requirements for an Effective Budget System
  • Three Budgets
    • The Integrated Triad that Fosters Greater Success
    • Requirement for Accountable Stewardship
    • In Essence
  • Capital Budget
    • The Second Budget in the Triad
    • A Capital Budget Prioritization Worksheet
    • In Essence
  • Balance Sheet Budget
    • The Third Budget in the Triad
    • In Essence
  • Cash Flow Forecast
    • Adequacy of Cash
    • In Essence
  • Complexity Rule
    • The Budget Complexity Rule
    • In Essence
  • Pitfalls
  • In the End
• Chapter 2 - Case Studies for Learning How to Budget Properly
  • Learning Objectives
  • Summary--We Learn by Doing the Work!
  • Case Study 1 - Start with Your Own Organization's Process
    • What Is Required
    • Final Step
  • Case Study 2 - Havok's Budget Cuts
    • The Situation
    • What Is Required
  • Case Study 3 - Revising the Budget
    • The Situation
    • The Problem
    • What Is Required
  • Case Study 4 - Budgeting Eetum Up's Way
    • The Situation
    • The New Budget
    • What Is Required
  • Case Study 5 - The CEO's Confusion
    • The Situation
    • What Is Required
  • Case Study 6 - Forecasting Cash Flows
    • The Situation
    • Cash Management
    • What Is Required
  • Case Study 7 - Selecting Raelco's Performance Metrics
    • Metrics that Measure Goal Execution
    • What Is Required
  • Case Study 8 - Using 80/20 for Raelco's Profitability Analysis
    • The Situation
    • What Is Required
  • Case Study 9 - Raelco's Variance Report
    • Scheduled Shipments for the Next 90 Days
    • Net Bookings
    • Average Resale per Line Item
    • Book-to-Bill
    • Margins, Gross and Net
    • Overheads
    • PBIT
    • Capital Employed
    • Cost of Sales Variance
    • What Is Required
  • Case Study 10 -Selecting KPIs for Raelco's Budget
    • The Situation
    • What Is Required
  • Case Study 11 - Building a Budget from Scratch
    • The Situation - The Hot Dog Stand
    • Stage 1
    • Stage 2
    • Stage 3
    • Stage 4
    • Stage 5: Part A
    • Stage 5: Part B
  • In the End
• Chapter 3 - Budgeting System and Mechanics
  • Learning Objectives
  • Summary--Is Your House Built on Sand?
  • Four Critical Elements of Budgeting
  • Key Steps in the Formalized Budgeting and Planning Process
  • Single-Focus Budgets
    • Use Micro-Budgets
    • Micro-Budgets for Grants
    • In Essence
  • Allocations
    • Never Do Allocations!
    • In Essence
  • Assumptions
    • The Need for Assumptions Agreement
    • Common Assumptions Used in the Operating Budget
    • In Essence
  • Forms
    • Use Standardized Forms and Screens
    • How Standardized Forms and Screens Work
    • In Essence
  • Key Variables
    • Budgeting Important Variables
    • In Essence
  • Line Item Costing
    • Pitfall of Doing Line Item Costing
    • Solution to Your Addiction for Line Item Costing
    • In Essence
  • Roles
    • Manager's Basic Role in the Budget Process
    • In Essence
  • Top Down vs. Bottom Up
    • Three Methods for Development
    • In Essence
  • In the End
• Chapter 4 - The Whys and Wherefores of Planning
  • Learning Objectives
  • Summary--Budgeting Starts With a Dream
  • Increase Your Planning IQ
    • Option A
    • Purpose of Planning
    • Contents of an Effective Planning Process
    • Payoffs from a Well-Structured Planning Process
    • Steps to Building a Planning Process
    • Ron Rael's Integrated Planning Cycle© for High Road Organizations
  • Planning Holistically
    • Planning for Your Success
    • Micro and Macro Planning Tool
    • How to Make Planning Easier
    • In Essence
  • Priority Setting
    • Shifting Priorities
    • How to Deal with Quickly Shifting Priorities
    • In Essence
  • Mission and Vision Statements
    • Not the Alamo...The Dream!
    • Important to Make the Connection
    • In Essence
  • Business Model
    • Your Basic Model for Cash Generation
    • In Essence
  • Strategy
    • Strategy Is a Theory That Must Be Measured
    • Success through Action
    • Find Metrics that Measure the Primary Strategy
    • Strategy - The Source of All Business Risks
    • In Essence
  • Strategy Limits
    • Three Approaches to Your Marketplace
    • In Essence
  • Decision-Making
    • The Budget Measures Outcomes of Decisions Made
    • In Essence
  • Resources
    • It Is Not the Money, Dude!
    • In Essence
  • Bottom-Line Goal
    • Relationship between the Budget and the Bottom-Line Goal
    • CFO's Role in Making the Bottom-Line Commitment
    • In Essence
  • Goals and Priorities
    • Budget Goals and Priorities
    • Ingredients for a Continuously Improving Planning Process
    • In Essence
  • Action Plan Priorities
    • Good Budgets Require Formal Action Plans
    • Focus Is on Action and Execution
    • In Essence
  • In the End
• Chapter 5 - The Starting Budgeting Pitfall - Revenues
  • Learning Objectives
  • Summary--The Engine That Drives the Train!
  • Operating Budget
    • How the Operating Budget Is Developed
    • Developing the Budget Step-by-Step
  • How Operating Budget Revenues Are Determined
    • The Impossible Task?
    • Revenues Forecast Ingredients
    • Budgeting Sales-Related Costs
  • Governmental Budgeting
    • Budgeting in Governmental Organizations
    • In Essence
  • Grant Budgeting
    • Grants Require Quality Budgets
    • The Grant's Budget
    • In Essence
  • Service Organization Budget
    • Budgeting for a Service Activity or Company
    • Suggestions for Realistic Budgeting in the Service Environment
    • In Essence
  • In the End
• Chapter 6 - The Second Budgeting Pitfall - Costs
  • Learning Objectives
  • Summary--It's Not the Costs, Baby!
  • Revenue or Profit Centers
  • Cost Centers
  • Determining the Expenses in Your Operating Budget
  • Actual Methods Used for Estimating Expenses
  • Charge Backs of Operating Expenses
  • Risks
    • Facing Risk and Its Impact on Your Budget
    • Operating Costs and Risks Undertaken
    • In Essence
  • Costs
    • Costs Are Very Important in Planning
    • How to Control Costs in Your Budget
    • In Essence
  • Cost Analysis
    • Performing Budget Cost Analysis
    • How to Perform a Proper Cost Analysis
    • In Essence
  • Depreciation Expense
    • An Important Expense in Everyone's Budget
    • In Essence
  • Overhead
    • Why Overhead Grows Unchecked
    • The Overhead Conversion Solution
    • One Responsible Employee Solution
    • In Essence
  • Overhead Rate
    • Usage of an Overhead Rate
    • How to Calculate an Overhead Rate
    • In Essence
  • Payroll Load Factor
    • Usage of a Payroll Load Factor
    • How to Calculate a Payroll Load Factor
    • In Essence
  • Rule of 80/20
    • Rule of 80/20 Makes Budgeting Better
    • How to Apply the 80/20 Rule in Budgeting
    • In Essence
  • Accrual Confusion
    • Accruals and Budget Reporting Problems
    • In Essence
  • Incremental Budget
    • The Incremental Budget Method
    • In Essence
  • In the End
• Chapter 7 - The Third Budgeting Pitfall - Environment
  • Learning Objectives
  • Summary--The Clues of a Flawed Budget Are in the Story
  • Culture
    • Culture - A Critical Budget Component
    • The Budget Story You Tell
    • Ingredients of a Culture
    • In Essence
  • Communications
    • Budgets and Communication Systems
    • The Budget as a Communication Tool
    • In Essence
  • Focus
    • Focus and Execution - the Hallmarks of Success
    • How Organizations Focus Strategically for the Long-Term
    • In Essence
  • Performance
    • The Budget Should Drive Performance
    • Tools That Measure Performance
    • In Essence
  • Power
    • With Power Comes Influence
    • In Essence
  • Rewards and Recognition
    • Use Rewards and Recognition to Drive Performance
    • Downside of Rewards
    • In Essence
  • Bonuses and Incentives
    • Incentives for Budget Performance and Goal Achievement
    • Cultural Implications of Incentives
    • Tactics for Ensuring Incentives Drive Higher Performance
    • In Essence
  • In the End
• Chapter 8 - The Fourth Budgeting Pitfall - Mechanism for Change
  • Learning Objectives
  • Summary--Change Happens! It's What You Do With It That Matters
  • Budget Cuts
    • Avoid Peanut Butter Budget Cuts
    • Tactics to Reduce Costs
    • In Essence
  • Budget Revisions
    • Why Revise?
    • Changing for the Right Reasons
    • The Alternative to Revising Your Budget
    • In Essence
  • Continuous Improvement
    • Continuous Improvement in Budgeting
    • How to Add Continuous Improvement to the Budget
    • In Essence
  • Zero-Based Budgets
    • Zero-Based Budgeting Method: the Anti-Incremental Method
    • In Essence
  • In the End
• Chapter 9 - The Fifth Budgeting Pitfall - Reporting and Execution
  • Learning Objectives
  • Summary--The Step After Completion Makes or Breaks the Budget
  • Information
    • Information and the Budget
    • In Essence
  • Feedback
    • Budget Monitoring and Performance Feedback
    • Guidelines of Budget Monitoring
    • Key Steps in Monitoring Your Budget
    • In Essence
  • Variance Reporting
    • Success Requires Timely Objective Feedback
    • Variance Reports - Your Feedback Loop
    • What Feedback Is and Is Not
    • In Essence
  • Key Performance Indicators (KPIs)
    • Measuring the Strategic Plan
    • Criteria of a Key Performance Indicator
    • In Essence
  • Performance Metrics
    • Building the Budget around Metrics
    • Budget Coordinator's Tool
    • How a Performance Measurement Works
    • In Essence
  • In the End
• Chapter 10 - The Final Budgeting Pitfalls - Everything Else
  • Learning Objectives
  • Summary--Don't Avoid the Hard Stuff!
  • The Monkey See, Monkey Do Game!
  • Accountability (to the Budget)
    • "My Employees Are Not Being Accountable!"
    • What Accountability Is and Is Not
    • How the Pieces Fit
    • In Essence
  • Individual Accountability
    • Building Self-Activation through Empowerment
    • How to Build a Culture of Self-Activated Employees
    • Budget Responsibility Statement Tool
    • In Essence
  • OPM Syndrome
    • OPM and Your Budget
    • Symptoms of Your OPM Problem in Your Budget or Resource Allocation Process
    • Solutions to Your OPM Problem
    • In Essence
  • Controllability
    • Control - Another Budget War Battle
    • Solutions to Your Controllability Issues
    • In Essence
  • Dummy-Proofing
    • Two Reasons to Dummy-Proof Your Budget
    • How to Dummy-Proof
    • In Essence
  • Empowerment
    • Empowerment in the Budget Process
    • How the Budget Builds Empowerment
    • In Essence
  • Game Playing
    • Why Do Employees Play Games with the Budget?
    • Powerful Ways to End Budget Games
    • In Essence
  • Motivation
    • Motivation of Resource Managers
    • In Essence
  • Sharing
    • Sharing Is a Sign of a Healthy Organization
    • How to Promote Sharing
    • In Essence
  • In The End
  • The Budget Is Just the Beginning
• Chapter 11 - Basic Principles and Terminology of Quality Budgets
  • Learning Objectives
  • Summary--Sound Bites!
  • In the End
  • Budget Terminology
  • Budget Terminology Used in This Course
• Chapter 12 - Latest Developments
• Appendix A - For More In-depth Understanding
  • Activity: Cut Me Some Slack!

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