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Budgeting and Rolling Forecasts @ Singapore


Budgeting and Rolling Forecasts @ Singapore
Budgeting and Rolling Forecasts @ Singapore
28 September 2017 - 29 September 2017
Hilton Singapore - Singapore
Management , Finance , Corporate Training


Speaker's Profile

Budgeting Expert Malaysia 2017

Alan Fell is a leading, internationally recognized and respected specialist, with over 40 years of financial and business experience, in financial performance management – both in policy formulation and in practical application roles.

Alan has wide practical experience of budgeting and forecasting techniques and has particular interest in the linkage of budgeting to other planning and performance measurement disciplines and in the wider application of modern budgetary techniques relevant to the fast-changing 21st century business world.

For the last 20 years, Alan has been operating as an independent management consultant and trainer, covering a wide breadth of closely related topics – from strategic planning and execution through to detailed budgeting and balanced scorecard.

He has led well over 350 conferences, public training seminars and customized in-house training in a wide-range of international locations, especially in the Middle East/Gulf region and SE Asia, but he also covers North America and Australia / NZ and his home country of the UK. Alan has been as very regular business visitor across the SE Asia Region since 1995.

Prior to that, he was a senior executive with a major UK commercial bank and in his most recent line management role he was Head of Planning and Finance for a major division of the Bank with 3,000 staff.


“Very satisfied with the facilitator & topics”
Budgeting Division Head, Bank CIMB NIAGA

“Simple and easy understanding in a short frame of period that could be applied in the organization.”
Executive, CIMB investment bank, Malaysia

“Alan has a vast and wide knowledge on the topic.”
Financial Planning Manager, TNB, Malaysia

“Interesting & Enriching! The event surely gives me plenty of valuable insights that are very beneficial to me in doing my job better.”
Head, Budget & Control, PT Federal International Finance, Indonesia

“Very articulate and have in depth knowledge on subjects being presented”
Deputy Director, Telikom PNG

Past Clients

  • Maybank Investment Bank
  • Malayan Banking Berhad
  • CIMB Investment Bank
  • Tenaga Nasional Berhad
  • Guiness Anchor Berhad
  • Mars
  • PTTEP, Thailand
  • TAIB Bank, Brunei
  • CIMB Niaga
  • Oman Oil Refineries
  • UAE Oil & Gas Company
  • UK Logistics Organizations
  • Bintulu Port Holdings Berhad, Malaysia
  • Kuwaiti Trading Group
  • European Electronics/Technology Joint Venture Company
  • Saudi Arabian Industrial Manufacturing Conglomerate
  • Petronas Malaysia
  • PT Bank OCBC NISP TBK, Indonesia

Why You Should Attend:

  • Understand the limitations of “traditional” budgeting and why change is necessary for so many modern-focused organisations, across all industry sector
  • Gain an understanding of how modern budgetary techniques can provide real support to business managers
  • Learn about the “Beyond Budgeting” concept from a member of the Beyond Budgeting Round Table.
  • A special focus on the growing trend to “Rolling” budgets / forecasts.
  • Learn how to use the different but aligned disciplines of Forecasting and Budgeting to compliment each other

Program Agenda

Day 1

SESSION 1 – The business context and historic / traditional budgeting

  • Course introductions
  • How Budgeting fits with the wider subject of strategic and operational planning
  • History and principles of budgeting
  • Traditional / historic budgeting: often much maligned, but why it is so widely used and what benefits it can deliver.
  • The common problems associated with traditional budgeting and how they can be avoided or at least minimised.
  • Creating a “value-add” budget process: where business managers see budgeting as providing genuine help and benefit/value to the challenges of business management.
  • The trainer will draw upon relevant case studies dependent on the mix of delegates and their industry sector backgrounds.
SESSION 2 – Newer approaches to Budgeting and Forecasting.

The newer budgetary techniques and how do they compare with traditional / historic budgeting: what are the advantages and disadvantages of each..?
  • Value based budgeting
  • Performance Budgeting and KPI Budgeting
  • Zero based budgeting
  • Activity Based Budgeting
  • Creating a good-practice Performance Management culture, where budgeting is undertaken within modern management practices of accountability, change management, communication, leadership and a performance / incentive culture.

SESSION 3 – Project and Capital Budgeting / “Capex” evaluation

Businesses are a mixture of both process / operations and projects. In this session we explore the challenges of project budgeting and the associated capital expenditure “capex” evaluation disciplines
  • The basic accounting differences between “opex” and “capex” and the consequences in the key financial statements, including depreciation treatment
  • The main challenges of project budgeting – combining capex and opex, plus contingency issues
  • Evaluating capital expenditure – introduction to the discounted cash flow techniques and their practical application
  • Incorporating sensitivity analysis to support the decision-making process
  • The necessary post-audit / post project evaluation discipline – often poorly applied

Day 2

SESSION 4 – “Beyond Budgeting”

How the Beyond Budgeting concept has grown internationally through to the present day – the Beyond Budgeting Round Table
  • The basic concept and sought-after benefits – how much is changing the planning / budgeting process and how much is about management philosophy and culture?
  • The key principles of Process and Leadership within Beyond Budgeting.
  • Abandoning the negotiated annual performance trap – incentivising people to achieve market / benchmark success, not to beat an internal negotiated budget
  • How Beyond Budgeting aligns with Rolling Forecasts
  • The practical first steps in moving towards BB: delegate action plans.

SESSION 5 – Rolling Budgets and Forecasts (Part 1)

  • The Rolling concept and its inherent benefits and downsides: if traditional Budgeting is replaced by a Rolling approach, what can we NOT do in future
  • Rolling budgets or Rolling forecasts: which works better :understanding the management accountability implications
  • Different aspects and types of Rolling – we explore the range and scope of possibilities. Should Rolling apply to strategic and capital budgets – if so, conceptually how can this be done.
  • The behavioural disciplines: Rolling only works when management act professionally and do NOT play the typical budgetary “games”.How can this be effectively implemented.

SESSION 6 – Rolling Budgets and Forecasts (Part 2)

  • The 9 key “decision parameters” of practical implementation for Rolling.
  • Delegates will undertake an exercise (for take back to the office) in setting out the key aspects of how they hope to apply the 9 parameters within their own organisations
  • Delegates will have the opportunity, if they wish, to briefly present their conclusions to the course as a whole for feedback from thecourse leader.
  • Course closure

Who Should Attend

  • The course is designed for – those at management and supervisory level in both business and finance disciplines who recognise the need to understand better the practical modern budgeting & forecasting.
  • The course is NOT designed for – those at more junior level who require a basic introduction to the step-by-step elementary budget and related book-keeping and basic accounting processes.


     *******For more details, kindly download the brochure*******


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