Fundamentals of Performance Management (Completed)

A common misconception about performance management is that focuses on “what happened”, providing internal information via dashboards with drill down capability, with an emphasis on "slicing and dicing" past performance data

In reality performance management is really all about performance improvement, using analytics to go beyond "what happened" to "why did it happen" and then to "how can we influence what will happen"

In this webinar we will start by building the foundation for good performance management through responsibility centers and contribution margin analysis. We'll discuss how Activity Based Costing and the Balanced Scorecard can be utilized and discuss issues such as cost allocation and transfer pricing. Finally, we will explore the use of predictive analytics.

Who Should Attend
Financial officers, controllers and chief financial officers; financial, managerial and cost accountants; financial and business analysts; budget managers and analysts; risk managers; chief information officers and information technology professionals.

Topics Covered

• Responsibility centers
• Contribution margin analysis
• Segment analysis
• Incremental analysis
• Activity based costing
• The Balanced Scorecard
• Issues with cost allocations
• Transfer pricing
• Predictive analytics

Learning Objectives

• Identify and explain different types of responsibility centers
• Identify segments that organizations evaluate, including product lines, geographical areas, sales regions, customers, etc.
• Demonstrate an understanding of the use of a contribution margin segment statement to evaluate responsibility centers
• Explain the issues with common cost allocation
• Explain the advantages and disadvantages of the methods of transfer pricing
• Explain the differences between traditional overhead allocation and Activity Based Costing (ABC)
• Define elements of ABC such as cost pool, cost driver, activity driver, resource driver, and non-value-added activity, and the linkage between activities and cost pools
• Explain the relationships between the strategic plan, key performance indicators, and the balanced scorecard
• Identify and describe the characteristics of a successful implementation and use of a balanced scorecard
• Explore the use of non-financial and third-party data to develop predictive analytics

Level
Basic

Instructional Method
Group: Internet-based

NASBA Field of Study
Business Management & Organization (2 hours)

Program Prerequisites
None

Advance Preparation
None