Self-Study
Budgeting: The Comprehensive Guide
Practical guide to Corporate Budgeting and Cash Flow Management. Optimize your organization's financial health through effective budgeting techniques and strategic credit management practices.
$364.00 – $404.00
Webcasts are available for viewing Monday – Saturday, 8am – 8pm ET.
Without FlexCast, you must start with enough time to finish. (1 Hr/Credit)
Secure Transaction CPE Credits
14 Credits: Finance
Course Level
Overview
Format
Self-Study
Course Description
This CPE course, presented by Larry Pon, offers a thorough exploration of the intricacies of corporate budgeting, essential for the financial health of small to medium-sized businesses. It features a detailed analysis of various budgeting techniques, including capital, flexible, and zero-base budgeting, as well as insights into the billing, pricing, and credit evaluation process. Participants will benefit from understanding how to manage accounts receivable, implement effective credit practices, and utilize non-traditional methods to secure customer payments. The course also provides valuable knowledge on the best practices for collections and account reconciliation. By focusing on these critical elements, the course equips professionals with the skills to optimize their organization’s budgeting processes, enhancing cash flow management and overall financial stability.
Learning Objectives
Upon successful completion of this course, participants will be able to:
Chapter 1
- Identify the purpose of budgeting, citing advantages and disadvantages
- Specify the areas within an organization where there is a bureaucracy supporting the use of budgeting
Chapter 2
- Identify the components of cost-volume-profit analysis, noting the relationship between costs, unit volumes, and profitability as well as ways that this type of analysis can be used
- Determine the number of units sold as well as the sales mix variance given a set of circumstances
Chapter 3
- Identify the types of budgets that are included in the system of budgets, noting key elements as well as their intended purpose
- Recognize the operating decisions that can impact the system of budgets as well as reasons for budget iterations
Chapter 4
- Recognize the possible formats for the revenue budget, noting who is responsible for this type of budget, how it is used, and potential reporting issues
- Cite sources of information for the revenue budget, the impact of pacing, and the inherent variability of this type of budget
Chapter 5
- Identify the components of the ending finished goods inventory budget, noting the impact of different decisions on the amount of finished goods inventory on hand
Chapter 6
- Recognize the mechanics of the production model, noting process of compiling the production budget as well as issues to consider during construction that can impede its realization
Chapter 7
- Define direct materials and a bill of materials, noting the calculation for direct material purchases
- Identify ways to compile a direct materials budget, noting several anomalies to be aware of when creating this budget
Chapter 8
- Define direct labor and identify the components of the direct labor budget
- Recognize the different methods available for compiling a direct labor budget, noting when these methods are used and their impact on efficiency levels
Chapter 9
- Specify the line items used in the manufacturing overhead budget, noting the classification and nature of these costs
Chapter 10
- Identify the source budgets from which a cost of goods sold budget is derived from, noting additional line items to include as well as reasons for changes in the expense
Chapter 11
- Identify sales and marketing activities that can affect revenue, as well as the methods used to compile and present the sales and marketing budget
- Note when a sales and marketing budget is the most useful and cite an example of how pacing applies to the sales function
Chapter 12
- Note the structure and components of the research and development budget as well as its its impact on funding decisions and project selection
- Recognize the causes of product stagnation, noting the importance of reviewing budget effectiveness
Chapter 13
- Recognize the layout and contents of an administration budget, identifying line items typically found in this budget and ways that administration costs may vary in response to certain activities
Chapter 14
- Identify the methods to review capital budgeting proposals, noting the proper use for each analysis or strategy as well as its impact on purchase of a fixed asset
Chapter 15
- Recognize the components that comprise a compensation budget, a benefits budget, a headcount budget, noting the relationship between budgets and bonus compensation and whether bonuses should be included or not
Chapter 16
- Recognize the components that comprise a master budget, noting factors that impact budgeted asset and liability levels
Chapter 17
- Identify the unique components and line items found in revenue budgets, management and administration budgets, fundraising, and program and grant budgets for nonprofits
Chapter 18
- Recognize the function of a flexible budget, citing its advantages and disadvantages
Chapter 19
- Recognize situations in which costs can vary and when these costs are more likely to be fixed
Chapter 20
- Recognize the function and components of incremental budgeting and zero-base budgeting, noting the developmental processes for each and applicable advantages or problems
- Specify the nature and function of conditional budgeting
Chapter 21
- Identify the reporting systems, goal setting, management roles, compensation issues, and other changes needed to operate without a budget
Chapter 22
- Recognize the focus and function of a rolling forecast, noting the components of a continuous budget variation
Chapter 23
- Identify the procedural steps needed to create a budget, including those steps needed to prevent budget slippage and calculation errors
Chapter 24
- Identify techniques to help with error reduction, data verification, and both model and process simplification to increase the level of efficiency in the budgeting process, noting the impact of simplification over time, process efficiencies, and participative budgeting
Chapter 25
- Identify variances that can be used to compare a budget to actual results
Chapter 26
- Identify the controls that can accompany a budgeting process, noting the intended purpose for the controls
Course Specifics
3141179
August 1, 2023
There are no prerequisites.
None
309
Compliance Information
CMA Notice: Western CPE makes every attempt to maintain our CMA CPE library, to ensure a course meets your continuing education requirements please visit Insitute of Management Accountants (IMA)
CFP Notice: Not all courses that qualify for CFP® credit are registered by Western CPE. If a course does not have a CFP registration number in the compliance section, the continuing education will need to be individually reported with the CFP Board. For more information on the reporting process, required documentation, processing fee, etc., contact the CFP Board. CFP Professionals must take each course in it’s entirety, the CFP Board DOES NOT accept partial credits for courses.
Meet The Experts
Steven M. Bragg, CPA, is a full-time book and course author who has written more than 300 business books and courses. He provides Western CPE with self-study courses in the areas of accounting and finance, with an emphasis on the practical application of accounting standards and management techniques. A sampling of his courses include the The New Controller Guidebook, The GAAP Guidebook, Accountants’ Guidebook, and Closing the Books: An Accountant’s Guide. He also manages the Accounting Best Practices podcast. Steven has been the CFO or controller of both public and private companies and has been a consulting manager with Ernst & Young and …
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