This document discusses various project management tools such as PERT, CPM, and budgets that can be used by intrapreneurs. It provides an overview of what each tool is, including how CPM is used to identify the critical path of a project's activities. It also discusses how PERT differs from CPM in that it provides estimated timelines. Budgets are also covered, including types like cash budgets and how budgetary control systems work. Flexible and zero-based budgeting are defined.
Sap budgeting, planning and forecasting survey jan 2014Clinton Jones
My thanks again to you for your participation in this follow on survey.
A summary of the results has been prepared and published here on slideshare for you to access
If you would like a PDF version then please just drop me an email and I will send it to you by reply mail.
had an occasion to address a senior group of doctors of Tamil Nadu Government. sharing the PPT which may be useful to those doctors uninitated in to finance
Operational plan sets out the work to be carried out and the
workflow from initial input to end results, including all the resources that will be needed.
Sap budgeting, planning and forecasting survey jan 2014Clinton Jones
My thanks again to you for your participation in this follow on survey.
A summary of the results has been prepared and published here on slideshare for you to access
If you would like a PDF version then please just drop me an email and I will send it to you by reply mail.
had an occasion to address a senior group of doctors of Tamil Nadu Government. sharing the PPT which may be useful to those doctors uninitated in to finance
Operational plan sets out the work to be carried out and the
workflow from initial input to end results, including all the resources that will be needed.
Techniques for Assessing the Environment
List three different approaches to environmental scanning.
Explain what competitor intelligence is and ways that managers can do it legally and ethically.
Describe how managers can improve the effectiveness of forecasting.
Techniques for Allocating Resources
List the four techniques for allocating resources.
Describe the different types of budgets.
Tell what a Gantt chart does.
Explain a load chart.
Various principles of costing and regulatory requirements are helpful to manage financial resources in health and social care sector. Read this report to know about Managing Financial Resources.
EFFECTIVE BUDGETING & FORECASTING IN HEALTHCARE By Dr.Mahboob Khan MHA,Phd Healthcare consultant
Much has been written about the impact that healthcare industry reform is having on hospitals and health systems. And with the challenge of reduced reimbursements looming, Finance teams understand that realizing the bottom- line benefits of cost containment and process improvement initiatives is becoming a business imperative. However, as organizations critically evaluate their financial management capabilities, many realize they have ineffective approaches designed around antiquated tools that aren’t up to the task.
A Study on Budgetary Control System conducted at Hassan Cooperative Milk Prod...Projects Kart
A Study on Budgetary Control System conducted at Hassan Cooperative Milk Producers Societies. One the primary functions of the management is planning. Most of the planning relates to individual situations and individual proposals. However, this has to be supplemented and reinforced by overall periodic planning followed by continuous comparison of the actual performance with the planned performance. Budgetary control has, therefore, become as essential tool of management for controlling costs and maximizing
“Budget” and “Budgeting” are concepts traceable to the bible days, precisely the days of Joseph in Egypt. It was reported that “nothing was given out of the treasure without a written order”. History has it that Joseph budgeted and stored grains which lasted the Egyptians throughout the seven years of famine.
Budgets were first introduced in the 1920s as a tool to manage costs and cash flows in large industrial organizations. Johnson states that it was during the 1960s that companies began to use budgets to dictate what people needed to do. In the 1970s performance improvement was based on meeting financial targets rather than effectiveness. Companies then faced problems in the 1980s and 1990s when they were not willing to spend money on innovations in order to stay with the rigid budgets; they were no longer concerned about how customers were being treated; only meeting sales targets became essential.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
Budget control and budget making techniques in a hospitalmeghadevgan3
budget control and budget making techniques in a hospital:
1.definition of budget
2.DIFFERENCE BETWEEN BUDGET, BUDGETING AND BUDGET CONTROL
3.THREE THINGS BUDGET NEEDS TO DO
4.PRINCIPLES OF GOOD BUDGETARY CONTROL
5.TYPES OF BUDGETS
6.BUDGET CONTROL
7.BUDGET COMMITTEE
8.STEPS IN THE BUDGETORY PROCESS
9.ROLE OF ADMINISTRATOR IN BUDGETING
10.BUDGETING TECHNIQUES
11.WHY BUDGETING IN HEALTH IS COMPLICATED?
Techniques for Assessing the Environment
List three different approaches to environmental scanning.
Explain what competitor intelligence is and ways that managers can do it legally and ethically.
Describe how managers can improve the effectiveness of forecasting.
Techniques for Allocating Resources
List the four techniques for allocating resources.
Describe the different types of budgets.
Tell what a Gantt chart does.
Explain a load chart.
Various principles of costing and regulatory requirements are helpful to manage financial resources in health and social care sector. Read this report to know about Managing Financial Resources.
EFFECTIVE BUDGETING & FORECASTING IN HEALTHCARE By Dr.Mahboob Khan MHA,Phd Healthcare consultant
Much has been written about the impact that healthcare industry reform is having on hospitals and health systems. And with the challenge of reduced reimbursements looming, Finance teams understand that realizing the bottom- line benefits of cost containment and process improvement initiatives is becoming a business imperative. However, as organizations critically evaluate their financial management capabilities, many realize they have ineffective approaches designed around antiquated tools that aren’t up to the task.
A Study on Budgetary Control System conducted at Hassan Cooperative Milk Prod...Projects Kart
A Study on Budgetary Control System conducted at Hassan Cooperative Milk Producers Societies. One the primary functions of the management is planning. Most of the planning relates to individual situations and individual proposals. However, this has to be supplemented and reinforced by overall periodic planning followed by continuous comparison of the actual performance with the planned performance. Budgetary control has, therefore, become as essential tool of management for controlling costs and maximizing
“Budget” and “Budgeting” are concepts traceable to the bible days, precisely the days of Joseph in Egypt. It was reported that “nothing was given out of the treasure without a written order”. History has it that Joseph budgeted and stored grains which lasted the Egyptians throughout the seven years of famine.
Budgets were first introduced in the 1920s as a tool to manage costs and cash flows in large industrial organizations. Johnson states that it was during the 1960s that companies began to use budgets to dictate what people needed to do. In the 1970s performance improvement was based on meeting financial targets rather than effectiveness. Companies then faced problems in the 1980s and 1990s when they were not willing to spend money on innovations in order to stay with the rigid budgets; they were no longer concerned about how customers were being treated; only meeting sales targets became essential.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
Budget control and budget making techniques in a hospitalmeghadevgan3
budget control and budget making techniques in a hospital:
1.definition of budget
2.DIFFERENCE BETWEEN BUDGET, BUDGETING AND BUDGET CONTROL
3.THREE THINGS BUDGET NEEDS TO DO
4.PRINCIPLES OF GOOD BUDGETARY CONTROL
5.TYPES OF BUDGETS
6.BUDGET CONTROL
7.BUDGET COMMITTEE
8.STEPS IN THE BUDGETORY PROCESS
9.ROLE OF ADMINISTRATOR IN BUDGETING
10.BUDGETING TECHNIQUES
11.WHY BUDGETING IN HEALTH IS COMPLICATED?
Strategy, budgetary planning and expenditure managementTonderayi Chikanda
Explore how enhancing your strategic planning skills, budgetary planning and expenditure management can significantly transform your organization's effectiveness, efficiency and excellence.
Case Study Title
DateCourseInstructor
Introduction
An introduction is used to let the reader know:
· The main entity or entities involved
· The major question or issue being analyzed
Introductions for case studies in this course should be one paragraph in length.
Background
This is a brief overview of the main problems or questions involved. Historical information can be used as long as it has a direct bearing on the items being analyzed. Provide enough description that a reader that is unfamiliar with the case will understand the context of your analysis. For this course, background information should be two to three paragraphs in length, maximum.Discussion
The discussion includes an analysis of each problem or question. The analysis can include:
· The problem or question and its impact on the main entities involved.
· How the problem or question is linked to the topics we have discussed or read to this point.
· How the problem or question is linked to best practices in industry.
· A solution or multiple solutions and an evaluation of those solutions.
In this course the case studies will have at least one major problem or question. There may be secondary problems or questions but there will be, at most, one or two secondary issues. Use as much space as necessary to provide a rational analysis but if there are more than four or five paragraphs for a given question the analysis needs to be reviewed and made more concise.
Conclusion
Summarize your solutions and describe how those solutions improve the current situation or resolve the problems in the case. The conclusion should be one to two paragraphs.
References
All references must be properly cited and referenced using APA format. Refer to the syllabus for tutorials and resources on using APA format.
PAGE 2
Week 5: Lesson
Budgeting
Introduction
Budgeting is a very important part of the managerial role of any department manager. A budget helps the department establish the amount of money it will need in order to operate for a fiscal year. By creating a budget, this guarantees that your department will get a piece of the pie for general operating costs, and in some cases, proposed projects. If your budget is approved, you can breathe easy, knowing that you have the money that you need to operate your department for the next year.
Traditional organizational budgets & accounting systems are activity-oriented, with expenses gathered and reported by organizational units. IT Budgets represents a large organizational strategic investment for many corporations; hence, it is critical for IT managers, CIO, and CFO to understand what needs to be considered in creating an IT departmental budget.
Budgeting is not always an easy process simply because it requires good working knowledge and understanding of the financial aspects of the organization. Depending on the type of organization for which you work, the budget might serve as a profit plan. In other organizations like nonpro ...
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
The slides were commissioned in 2016 for an in-house development program at a large Australian public company.
They have been slightly edited. In 2019, they still seem quite relevant.
Budgeting and forecasting: The differences.
Why has budgeting and forecasting failed? What are the traditional responses?
Contemporary responses.
What can we learn from the agility of the great tech disruptors?
What is the influence of agile development and machine learning? What does the the future finance team look like?
Pert, cpm and other tools of project management for intrapreneurs
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3. What is CPM ? Critical Path Method = here we try to identify the critical path for completion of a project. Cricial = very important When we are implementing a project, we are doing a series of activities, which are called project. There are many ways to do a project. In CPM, we try to pick up the path which consists of all the activities which cannot be delayed. This path requires greater attention.
4. Why is CPM more important ? If an activity is on CPM, it cannot be delayed. Other activities can be delayed, but the activities on CPM cannot be delayed. Delay of one day will delay the project.
5. What is SLACK? You can delay other activities (other than Critical Path activities ). thus there is slack (means you can delay some activities ). Slack denotes flexibility / freedom / ease on the part of those implementing the project
6. What is PERT ? PERT = programme evaluation and review technique Here we try to look at each activity and try to find out expected time to complete the project.
7. What is the difference between PERT & CPM? PERT gives us the best possible estimate of doing the project ( in time). CPM tells us about activities which are critical (delay in these activities will delay the project
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30. What are the dangers of budgeting ? It creates inflexibility There is a possibility of over or under budgeting (both the situation create problems) budget creates rigidity Budgets takes away attention from main objectives People give more importance to budget (not to the ultimate goals of the organisation ).
31. Effective budgeting ? The budget should be related to the goals of the organisation. Budget should be able to link the performance to the mission and vision of the organisation There should be flexible budgeting budget should be formulated by employee participation Budget should be actually implemented Budget limiting factors must be specified
32. How else can control be maintained ? Personal observation Guidance Feedback Statistical Data analysis Ratio analysis Break Even Analysis Analysis of financial data