Treasurers, corporate planning and business development professionals
Managers from any other non-financial areas that need or wish to understand the financial aspects of analysis, planning, and control
Middle and junior management as a useful element in their career advancement
The staff person who will be responsible for entering data into the budget system or training others how to enter information
Those who want to gain control of the firm\'s financial standing and obtain a firm grasp on the numbers side of their job
Financial Professional, Professional R&D, Sales/Marketing Professional, General Accounting Professional, Business Unit Professional
Anyone who wants to refine and advance the budgeting and costing knowledge
Refine costing and budgeting terminology used in business
Understand the importance of a well-defined costing and budgeting process
Determine full costs of outputs for the goods and services provided
Master traditional techniques and recent best practices on budgeting / cost management
Link finance and operation for budgeting purposes and strategy execution
Learn how to build a comprehensive performance measurement system
What is the exact nature and scope of the problems to be analyzed, and which specific variables, relationships, and trends are likely to be helpful in analyzing specific problems?
How precise an answer is necessary in relation to the importance of the problem itself?
How reliable are the available data, and how is this uncertainty likely to affect the range of results?
Should the outputs of decisions be expressed in cash flow terms, or in terms of accounting profit, to evaluate the financial implications of a decision?
What limitations are inherent in the tools to be applied, and how will these affect the range of results obtained?
How important are qualitative judgments in the context of decision-making, and what is the ranking of their significance?
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