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"The budget and financial reporting processes are well knownsources of frustration for most CFOs. Seeking a quick fix to theproblem, the common solution is to pour more money into new andbetter software. This leaves the root cause, the inefficient anddysfunctional underlying processes and routines, unaddressed. Asthis book shows, substantial and sustainable improvements are onlyachieved through an holistic approach to process improvement,technology, strategy, and people." --Tom Henry Knudsen, Executive Vice President, Telenor EiendomFornebu AS, Proven methods for improving efficiency…mehr
"The budget and financial reporting processes are well knownsources of frustration for most CFOs. Seeking a quick fix to theproblem, the common solution is to pour more money into new andbetter software. This leaves the root cause, the inefficient anddysfunctional underlying processes and routines, unaddressed. Asthis book shows, substantial and sustainable improvements are onlyachieved through an holistic approach to process improvement,technology, strategy, and people." --Tom Henry Knudsen, Executive Vice President, Telenor EiendomFornebu AS, Proven methods for improving efficiency Corporations face a high turnover among financial managers,rapid changes in technology, lack of time and process redesignskills, and ongoing ambiguity about primary objectives behind thebudgeting and financial reporting processes. Amid this frenzy, itis the fundamental efficiency of these processes that dramaticallyimpact overall business performance. Process Improvement forEffective Budgeting and Financial Reporting provides financialmanagers with a compelling blueprint for increasing efficiency andeliminating waste of time and energy. Four operational experts layout an 80/20 plan-improving 80% of processes in 20% of the time itwould take to improve 100%-and explain a Business ProcessImprovement (BPI) plan that incorporates: * The emerging trends affecting financial managers today * Step-by-step process implementation * Interviews with industry leaders, consultants, and managers whohave successfully instituted BPI plans * Appraisals of the available software that can help or hinderthe process There is no substitute for improved efficiency. CFOs,controllers, budget managers, and financial analysts willsignificantly benefit from adding this authoritative guide to theirprofessional libraries.
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NILS H. RASMUSSEN is a software solutions manager with Solver,Inc., a consulting firm that specializes in budgeting andreporting. He has participated in more than two hundred softwareselection and improvement projects. CHRISTOPHER J. EICHORN is a consulting manager with Solver, Inc.He is responsible for developing and implementing budgeting andfinancial reporting software for midsize and large corporations. Hehas formerly worked with Deloitte & Touche as a CPA. COREY S. BARAK is a senior consultant at Solver, Inc.specializing in requirements analysis and implementations,enterprise-wide budgeting, and reporting software as well asbudgets, financial reporting, workflow, business processes, andtraining. TOBY PRINCE is a systems analyst at Dacor, Inc., where heperforms financial analysis and implementation and support offinancial reporting applications and analysis. He has supervised orparticipated in software implementations at over thirtycompanies.
Preface.PART ONE: INTRODUCTION TO BUSINESS PROCESS IMPROVEMENT.1. About Business Process Improvement.2. When BPI Is Valuable.3. Small and Large Projects and Associated Resources.4. Return on Investment of BPI Projects.5. Best Practices, Trends, and Technology.6. Selling Change to Your Organization.PART TWO: BUSINESS PROCESS IMPROVEMENT PROJECT.7. Getting Started.8. Due Diligence.9. Improving the Budgeting Process.10. Revenue Budgeting.11. Employee Budgeting.12. Cost of Sales and Operating Expenses.13. Capital Expenses.14. Balance Sheet and Cash Flow Statements.15. Alternative Budgeting Approaches.16. Improving Financial Reporting Processes.17. Human Resources, Training, Strategy, and Workflow.18. Best Practices.19. Technology.20. BPI Makeover.PART THREE: DESIGNING THE ULTIMATE CHART OF ACCOUNTS.21. Chart of Accounts Redesign.22. Creating a New COA.23. COA Development Plan.PART FOUR: INTERVIEWS.24. Robert Blake, Microsoft Corporation.25. Dean Sorensen, Bywater Management Consulting.26. Bill Ellenback, Software User.PART FIVE: SOFTWARE TOOLS AND RESOURCES.27. Selecting Analytics Software.28. Software Evaluation: Factors to Consider.29. Software Buyer's Guide.Appendix A: Sample Confidentiality and Nondisclosure Agreement (Sales/Demo Process).Appendix B: Sample Consulting Agreement.Appendix C: Software Vendor Listing.Appendix D: Sample Chart of Accounts.Glossary.Index.
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