Collaborative Business Planning & Costing Fundamentals

Date

Collaborative Business Planning & Costing Fundamentals

Strategies for enhancing resource planning, process optimization and operational costing

Collaborative Business Planning (CBP) supports an integrated resource management approach where strategic, operational, and financial groups share information to develop models that accurately describe and forecast impacts of operational change on the organization. Key to this approach is improving business processes, increasing efficiencies and, as a result, reducing costs, while retaining the quality and service levels of an organization’s outputs, whether they are defined as products, programs or services.

This two-day workshop is offered to assist organizations better understand the critical success factors associated with driving a “Resource Management Culture” in their organizations. The workshops are highly interactive with key messages reinforced through hands-on exercises.

Day 1 - focuses on the design and use of logic models, business process mapping and costing indicators for strengthening management information about organizational outputs. This includes key parameters for measuring operational efficiency, factors to consider in defining and validating process indicators, and best practices in reporting on costs. Participants will have opportunities to apply and test their understanding with real-life program examples and to discuss the challenges they’ve encountered in developing their own process and costing indicators.

Day 2 -delves into the often-overlooked subject of resource and business process management. It presents a clear picture of why it is critical to understand how the organization delivers and manages its products, programs or services. The workshop explores issues such as how to map and improve business processes, balance and optimize resource utilizations, use efficiency information for enhancing management decisions, and understanding the operational and financial impact of new/revised products, programs or services and their contribution to organizational outcomes.


Through the use of real world examples and case studies, participants come away with “ready to apply” tips, techniques, and templates to either initiate or enhance efficiency efforts in their own organizations.

Key Learning Objectives

  • Appreciate the value and role of process and costing indicators and efficiency management
  • Understand the concepts of activity-based costing and activity-based management
  • Design business process maps to identify key costs and efficiency improvement opportunities
  • Understand the role of CloseReach’s new process modeling and operational costing module, Collaborative Business Planning (CBP), for visualization, calculation and scenario playing purposes
  • Learn how to initiate, align, and sustain activity-based planning in your organization

 Who Should Attend and Why

This workshop provides both foundational training on developing high quality business process/cost management content, and how process management needs to be integrated across all perspectives of an organization’s performance reporting, including risk, project, and resource management. As such these workshops will be of benefit to:

  • Strategic managers/planners tasked with charting future organizational impacts
  • Operational managers/planners challenged with adjusting to change
  • Financial and resource management personnel responsible for costing and budgeting

 

Course Outline

Process and Cost Management Overview

  • Driving forces for improved resource management
  • The role of logic models in managing efficiency
  • Understanding requirements for efficiency indicators
  • Operational vs. allocative efficiency
  • Resource capacity and utilization
  • Use of efficiency indicators as a management tool

Practical Considerations in Developing Process Indicators

  • Defining/confirming inputs and outputs using logic models
  • Characteristics of “good” process and efficiency indicators
  • Common challenges – interdependency of costs, quality, and timeliness
  • Resolving issues around the uniformity/variability of business processes and outputs

Fundamentals of Executing Process and Cost Management

  • What is strategic process management?
  • How resource management supports all business management perspectives
  • Evolution of cost management methodologies
  • The fit for Activity-Based Costing

Implementing Activity-Based Planning (ABP)

  • Defining organizational outputs
  • Understanding fixed and variable resources
  • Examining and documenting process activities and consumption rates
  • Measuring resources, activities and outputs
  • A seven-stepped approach for ABP

Building Process Maps and Defining Business Data

  • Key characteristics of a business process schematic
  • Benefits of process mapping
  • Tools and techniques for process mapping
  • Understanding resource capacity and utilization
  • Defining operational and financial data requirements

The Role and Value of ABP Technology

  • How technology enhances organizational engagement
  • Types and examples of ABP technology
  • Using ABP technology to validate efficiency calculations
  • Scenario-playing for improved organizational efficiency

Initiating, Sustaining and Linking ABP with other Management Methodologies

  • Pitfalls to avoid in implementing ABP
  • The value of a structured implementation approach
  • The Closed Loop approach
  • Integrating ABP with other initiatives such as LEAN and Six Sigma
  • Real world ABP examples, illustrations and case studies

Case studies and group exercises are also used to reinforce the concepts presented.