Monday 26 November 2012

SAP EC.6 FI/CO Module

ERP Training - 
Foundation Level of 
“SAP EC.6 FI/CO Module”
ISLAMABAD BRANCH COUNCIL
ICMAP
Dec. 1st & 2nd, 2012 (Saturday & Sunday) from 9 am to 5

it is impossible to create and maintain a custom designed software package which will cater to all their requirements and also be up-to-date.


OBJECTIVES OF THE TRAINING

By the end of this training, trainees will have an understanding of the capabilities of the SAP features, especially in the area of Payable Management, Cost Centre Accounting, Banks Management and Funds Management and the skills necessary to perform routine accounting tasks in these modules.

WHO SHOULD ATTEND?

All those who are desirous to enhance their skills by acquiring training of SAP Solution in Financial Module, Professionals planning to become SAP Consultant, ERP users or looking for some good job in Pakistan or abroad would find it an excellent opportunity to achieve their goals.

TRAINING CONTENTS

 SAP R/3 Applications & Navigation
 ASAP Methodology
 Organizational Elements
 Master Data Maintenance ISLAMABAD BRANCH COUNCIL
 Document Control, Posting Tips
 Payment Process
 Funds Management
 Cost Centre Accounting
 GL Account Maintenance
 Reporting

TRAINER’S PROFILE

Mr. Waqas Ahmed Paracha, FCMA is SAP EC.6 Certified Solution Consultant and Specialist in integration of SAP Different Modules. He is the CEO of Tally Marks Consulting (PVT) Limited (www.tallymarks.co). He has also worked in the areas of Standardization of Accounting Framework, Preparation of SOPs and Workflows, Implementation of Costing and Financial Accounting Systems, Development of Policies and Procedures manuals, Budgeting & Planning.

Financial Modeling using Excel
Dec. 8th & 9th, 2012 (Saturday & Sunday) 

THIS PROGRAM IS DESIGNED FOR: 

Finance and Accounting, business managers, research professionals, financial controllers, accounting managers, financial directors, senior accountants, financial analysts and general ledger accountants. 

WHAT THE STAKHOLDERS’ ULTIMATE VISION IS? 

  • Profit & Loss forecast 
  • Cash Flow forecast 
  • Financial Analysis using critical Ratios
  •  Dashboard techniques
 BY THE END OF THE PROGRAM, PARTICIPANTS WILL BE ABLE TO: 

Learn and practice all the advanced tools in Excel 2010 by applying them to real-life business cases; Develop practical models in Finance, 
Business, 
Accounting and Research; 
Build Dynamic Business Dashboards to assists professionals in measuring performance and enhance decision making; 
Learn Capital Budgeting techniques & discover developing useful Investment appraisal models; 
Build Automated Financial Models using forecasting and what-if analysis; 
Perform MACROS to automate and manage models efficiently; 
Building KPIs & other financial models. 

Contents of the workshop :
 I. FINANCIAL MODELING INTRODUCTION • What is Financial Modeling • Attributes of good Excel Models • Financial Modeling Tools • Steps in creating Financial a Model using Excel
MIRR, XIRR & ROI Calculators
Common mistakes in Financial Modeling • Customization of Excel view

II. INVESTMENT APPRAISAL • CalculatePV, FV, NPV and IRR in Excel • Payback & Discounted Payback  

 III. CAPITAL BUDGETING TECHNIQUES • Capital Budgeting Functions and Formulas • WeightedAverageCostofCapital (WACC) • Capital Asset Pricing Model (CAPM)

IV. BREAK-EVEN ANALYSIS • Break-even Analysis • Break-even Visualizer • Forecasting Sales & Profits using Target break-even approach

V. BANKING MODELS& LOAN MODELS USING FOLLOWING TOOLS • Advance Functions and Formulas(PMT, IPMT, ISPMT, NPER) • Data Validation & Scroll Bars • Using What-if-Analysis o Data Tables o Goal Seek o Scenarios • Conditional Formatting • Graphs & Charts • Macros & using buttons allotted to different scenarios • Name Ranges & Flexi fields • Protection to sheets & files

VI. CASH FLOW STATEMENT & RATIO ANALYSIS • Annual Cash Flow Analysis • Cash Flow to Equity approach • Financial History & Ratio Analysis

VII. DASH BOARDS AND DATA PRESENTATION TECHNIQUES • Creating Dynamic Charts • Two ways to build Dynamic Charts in Excel • Assigning Names & Forms Buttons to Charts • Insights for Management Reports

Course Facilitator:
Asif Hafeez ACMA, APA, MBA
Financial Modeling & Advance Excel Trainer
Mr.Asif HafeezACMA, APA & MBA is expert in Financial Modeling & Advance Excel. He has trained hundreds of excel users within his professional community and built a number of models. He is a Qualified Management Accountant & done Masters of Business Administration. He has more than 10 years of working experience in Oil & Gas sector. He is the member of following professional bodies.
1. Institute of Cost & Management Accountants of Pakistan (ICMAP)
2. Pakistan Institute of Public Finance Accountants (PIPFA)
Latest Training at ICMAP:
• He conducted a workshop at ICMAP-Islamabad during October 20th & 21st on “Financial Modeling Using Excel 2010”.
• Also conducted a workshop at ICMAP-Islamabad during August 2011 Four days’ workshop on “Advance Excel 2010”.
His Personal Key Developments:
Today Excel is a powerful tool to build various Models and Mr. Asif used Excel at the level which brushed up his Financial Modelling Skills and many of his trainees from the various organizations are using his own built time savor Excel Models. Quick reviews of his key developments are highlighted below;
 Financial Models using Excel are still being used in his professional community.
 Excel based Automatic linked Financial Statements Model from Trial Balance for Management Accounts (including Balance Sheet, Profit & Loss Account and Cash Flow Statement).
 He built some excellent Dashboards Reporting Packages covering Cash flows and from other GL activity.
 Aging Analysis Models using Advance Excel.
 He has prepared some Financial Analysis spread-sheet Solutions and What-if-Analysis Models.
 He has also developed some Excel based time saving Decision making Tools (Feasibility Reports).


  

Friday 4 May 2012

Budgeting

Budgeting


A budget is a forecast or plan of an organization

Closely related budgeting terms, including:

  • Budget
  • Budget cycle
  • Budget hierarchy
  • Budgeting process
  • Budget office
  • Capital budget
  • Capital expenditure (CAPEX)
  • Cash budget
  • Flexible budget
  • incremental budget

    Operating budget  • Operating expenditure (OPEX)
  • Static budget
  • Variance analysis
  • Zero base budgeting

 

 

 

 

 

 

 

The Budget Cycle/Budget Process

In the period of time between issuance of one budget and the next, budget-related decisions and plans are referred to as the budget cycle, or budgeting process

 

Zero Based  vs. Incremental Budgeting

Zero based budgeting is an approach to budgeting requiring that every expenditure be justified. In other words, each budget item starts with an assumed value of 0, with all changes above that having to be justified. This contrasts with the more usual practice of incremental budgeting, in which each budgeted item is started at last year's (or last term's) level, and the next period's level is planned as an increment (positive or negative change) to that level.

Tuesday 27 March 2012

Online Test Password

Online Test Password

27-03-2012

28120744

28-06-2012

14060833

Tuesday 6 March 2012

Throughput Accounting

TA was proposed as an alternative to traditional cost accounting.

As such, Throughput Accounting is neither cost accounting nor costing because it is cash focused and does not allocate all costs (variable and fixed expenses, including overheads).

Considering the laws of variation, only costs that vary totally with units of output  e.g. raw materials, are allocated to products and services which are deducted from sales to determine Throughput.

Throughput Accounting is used as the performance measure in the Theory of Constraints (TOC).It is the business intelligence used for maximizing profits, however, unlike cost accounting that primarily focuses on 'cutting costs' and reducing expenses to make a profit, Throughput Accounting primarily focuses on generating more throughput.

Conceptually, Throughput Accounting seeks to increase the speed or rate at which throughput (see definition of T below) is generated by products and services with respect to an organization's constraint, whether the constraint is internal or external to the organization. Throughput Accounting is the only management accounting methodology that considers constraints as factors limiting the performance of organizations.
Management accounting is an organization's internal set of techniques and methods used to maximize shareholder wealth. Throughput Accounting is thus part of the management accountants' toolkit, ensuring efficiency where it matters as well as the overall effectiveness of the organization. It is an internal reporting tool. Outside or external parties to a business depend on accounting reports prepared by financial (public) accountants who apply Generally Accepted Accounting Principles(GAAP) issued by the Financial Accounting Standards Board (FASB) and enforced by the U.S. Securities and Exchange Commission (SEC) and other local and international regulatory agencies and bodies such as International Financial Reporting Standards (IFRS).
Throughput Accounting improves profit performance with better management decisions by using measurements that more closely reflect the effect of decisions on three critical monetary variables (throughput, investment (AKA inventory), and operating expense — defined below).

Read

It is not based on Standard Costing or Activity Based Costing (ABC). Throughput Accounting is not costing and it does not allocate costs to products and services. It can be viewed as business intelligence for profit maximization. Conceptually throughput accounting seeks to increase the velocity at which products move through an organization by eliminating bottlenecks within the organization.


three critical monetary variables (throughput, inventory, and operating expense

Throughput accounting uses three measures of income and expense:


  • Throughput (T) is the rate at which the system produces "goal units." When the goal units are money (in for-profit businesses), throughput is sales revenues less the cost of the raw materials (T = S - RM). Note that T only exists when there is a sale of the product or service. Producing materials that sit in a warehouse does not count. ("Throughput" is sometimes referred to as "Throughput Contribution" and has similarities to the concept of "Contribution" in Marginal Costing which is sales revenues less "variable" costs - "variable" being defined according to the Marginal Costing philosophy.)
  • Investment (I) is the money tied up in the system. This is money associated with inventory, machinery, buildings, and other assets and liabilities. In earlier TOC documentation, the "I" was interchanged between "Inventory" and "Investment." The preferred term is now only "investment." Note that TOC recommends inventory be valued strictly on totally variable cost associated with creating the inventory, not with additional cost allocations from overhead.
  • Operating expense (OE) is the money the system spends in generating "goal units." For physical products, OE is all expenses except the cost of the raw materials. OE includes maintenance, utilities, rent, taxes, payroll, etc.


Organizations that wish to increase their attainment of The Goal should therefore require managers to test proposed decisions against three questions. Will the proposed change:
  1. Increase Throughput? How?
  2. Reduce Investment (Inventory) (money that cannot be used)? How?
  3. Reduce Operating expense? How?
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http://www.managementaccountant.in/2006/12/throughput-accounting.html