Objectives

Upon completion of this course, participants will be able to:

• Translate corporate strategy and vision into measurable financial goals and plans.
• Design, develop, and maintain integrated financial planning and analysis (FP&A) models.
• Master various forecasting techniques, including rolling forecasts and predictive analytics.
• Apply scenario planning and sensitivity analysis to test the resilience of the strategic plan.
• Develop and manage the annual operating budget, ensuring alignment with strategic priorities.
• Implement effective capital expenditure planning and project evaluation methodologies.
• Utilize key performance indicators (KPIs) and variance analysis to track execution against the plan.
• Communicate financial plans and performance insights clearly and persuasively to stakeholders.
• Integrate strategic financial planning with operational management and execution.
• Leverage technology and data visualization tools to enhance the planning process.

Target Audience

• Financial Planning & Analysis (FP&A) Managers and Analysts
• Financial Controllers and CFOs
• Business Unit Managers and Directors
• Strategy and Corporate Development Professionals
• Budgeting and Forecasting Specialists
• Senior Accountants and Finance Professionals aspiring to strategic roles
• Anyone involved in the organizational budgeting and strategic review process

• Case studies on successful and failed corporate planning and execution cycles
• Hands-on workshops for building rolling forecast and capital budgeting models in Excel/Google Sheets
• Group activities simulating a budget negotiation and approval process
• Scenario-based planning exercises and sensitivity analysis application
• Role-playing for presenting financial results and plans to senior management
• Discussions on best practices for FP&A technology adoption and implementation

Unit 1: Linking Strategy to Financial Planning

• Defining the strategic financial planning process and its purpose
• Translating corporate vision into actionable financial objectives
• Analyzing internal and external factors impacting strategic choices
• Techniques for strategic cost management and value chain analysis
• Integrating long-range planning with annual operational planning
• Identifying and quantifying key assumptions underlying the financial plan

• Selecting and prioritizing key financial metrics (e.g., ROI, EVA, Cash Flow)
• Setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) financial goals
• The concept of "stretch goals" and performance targets
• Mapping strategic initiatives to required capital and operational investments
• Developing a consistent framework for performance monitoring
• Understanding the trade-offs between growth, profitability, and risk

Unit 2: Budgeting and Forecasting Methodologies

• Traditional budgeting methods (Incremental, Zero-Based Budgeting (ZBB), Activity-Based Budgeting (ABB))
• Best practices for budget development, review, and approval
• Techniques for effective resource allocation and control
• Managing the political and behavioral aspects of the budgeting process
• Developing departmental and functional budgets aligned with the master budget
• Tools and techniques for collaborative budgeting across the organization

• Developing and maintaining rolling forecasts (e.g., 12-month forward)
• Statistical and quantitative methods for demand and revenue forecasting
• Integration of non-financial data into predictive models
• Scenario planning: identifying, modeling, and preparing for multiple outcomes
• Conducting sensitivity analysis on key planning variables
• Automating and streamlining the forecasting process with technology

Unit 3: Capital Planning and Investment Evaluation

• Establishing a robust process for identifying and prioritizing capital projects
• Evaluating projects using Net Present Value (NPV), Internal Rate of Return (IRR), and Payback Period
• Incorporating risk and uncertainty into capital expenditure decisions
• Analyzing the impact of capital investments on long-term financial statements
• Post-implementation reviews (PIRs) and project benefit realization tracking
• Funding mechanisms for capital projects (debt, equity, retained earnings)

• Principles of integrated financial statement modeling (P&L, Balance Sheet, Cash Flow)
• Structuring models for clarity, flexibility, and auditability
• Handling complex model inputs and assumptions (e.g., debt covenants)
• Modeling working capital requirements and impact on cash flow
• Building driver-based models for scalable planning
• Common pitfalls in financial modeling and how to avoid them

Unit 4: Execution, Control, and Performance Analysis

• Defining and tracking Key Performance Indicators (KPIs) and drivers
• Conducting detailed variance analysis (budget vs. actual, forecast vs. actual)
• Investigating and explaining significant performance deviations
• Operationalizing the plan: cascading goals down to departmental and individual levels
• Developing effective management reports and dashboards
• Linking performance management to compensation and incentives

• Techniques for clear and compelling financial storytelling
• Presenting complex financial plans and forecasts to non-finance executives
• Preparing the financial narrative for Board and investor presentations
• Facilitating decision-making through high-impact financial analysis
• Managing expectations and communicating risks effectively
• The art of influence and consensus building in the planning process