One day focus group workshop on quarterly rolling forecastingDavid Parmenter
The workshop is important for a number of reasons:
- there are many pitfalls in such a project and many have failed to deliver
- a wide ownership is required and a focus group can have a huge impact on the selling process
- the foundation stones need to be understood and put in place early on in the project
- the focus group will give valuable input towards how the implementation should best be done to maximize its impact
The workshop agenda
Date and Time: _________ 8.30am
Suggested attendees: Budget committee, selection of business unit heads, all accountants involved in forecasting, and a selection of budget holders and their assistants.
CEO and SMT to attend the first and last session.
Attendees after this workshop will be able to:
- discuss and explain to management why _________ should adopt quarterly rolling forecasting (QRF)
- use better practices to streamline current forecasting bottlenecks
- describe better practice forecasting and planning
- recall all agreements made at the workshop (these will be documented)
Pre work: Teams to document forecasting procedures on post-it stickers. One procedure per post-it. Each team to have a different colour post-it. See attached ‘post-it re-engineering’.
Requirements: person to record workshop agreements, lap tops x2, data show, whiteboards x2
||Welcome by Finance Manager, a summary of progress to date at _____________, an outline of the issues and establishing the outcome for the workshop.
||Setting the scene – a review of quarterly rolling forecasting, the new rules, the seven day timetable, and why it is so important to the senior management team. An insight into ‘better practice’ rolling forecasts and some case studies:
- Why annual planning is flawed and the rise of the Beyond Budgeting movement
- Why quarterly rolling planning can and should work at _________
- Benefits of QRP to the Board, SMT, finance team, and budget holders
- Better practice stories
- Current performance gap between ______ and better practice
- Foundation stones of quarterly rolling forecasting and planning
- Some of the foundation stones that are already in place at ________
- Some better practice features within ______’s forecasting process
- How the annual plan drops out of the bottom-up quarterly rolling forecasting regime
- Impact of assigning funds on a quarter-by-quarter basis
- Impact on monthly reporting
- How each subsequent forecast works
- Involvement of SMT in a forecasting process
||Workshop 1: Analyzing the current pitfalls of _______’s forecasting. Separate teams look at the key pitfalls and how they can be overcome.
||Workshop 2: Mechanics of Rolling Forecasting. Workshop where separate teams look at the key components:
- Who should be involved in a bottom-up forecasting process
- Potential pitfalls
- Reporting needs
- When can it be implemented
- Training requirements
- What cost categories should be forecast (higher than the general ledger account code level)
- Project structure
||Workshop 3: Workshop on “Post-it” Re-engineering of the Annual Planning Process. During the workshop we analyze the bottlenecks of the forecasting process. In this workshop we use Post-its Notes to schedule the steps (e.g., yellow-budget holder activities, red-forecasting team activities, blue-SMT activities during the forecast).
||Lunch at venue. Budget holders and their assistants leave. Only accountants involved in forecasting remain.
||Feedback from work groups on both workshops and action plan agreed (document deadline date and who is responsible).
Individuals will be encouraged to take responsibility for implementing the steps.
||Workgroups are assigned to prepare a slide or two on a specified issue. They can also raise any issues they still have.
The two individuals selected to summarise findings are allowed to roam around the group discussions.
||Each work group presents their slide(s) and discussion held as what to accept or delete.
||Two people are asked to present the initial thoughts of the whole focus group (up to ten slides) to an invited audience covering the changes the focus group would like to implement and when.
Suggested audience: all those who attended the setting the scene morning session
||Wrap up of workshop
- The fee will be discussed one receipt of your enquiry. The one day workshop which covers preparation of presentation, handout , liaison, travelling time, delivery, contribution to intellectual property used and some follow-up time.
- Deposit is required four weeks prior to workshop
- Balance of fees to be paid on first day of workshop
- The organiser will book and pay for two nights’ accommodation at a 4 or 5 star international hotel in a room that permits access to any “club room” the hotel might have
- All incidental costs will be met by organiser ( meals, taxis, tolls, internet charges, laundry, room service, drinks etc.). The average daily amount not to exceed US$120 per day. Expenses to be reimbursed within 10 days of invoice
- In the event of illness of presenter the deposit and refunds on air ticket will be returned to organiser
- If, for any reason, the trip is cancelled by the client the deposit is not refundable but can be transferred to a later date (I will have incurred time preparing for these presentations).
Consultancy days with QRP team ( before or after the workshop) or work spent in my office reviewing work are charged at a rate which will be discussed.
Running The Workshop
This workshop needs to be facilitated by a skilled presenter familiar with the content in my Winning CFO book. Accredited coaches in this methodology are being trained. For accredited coach details see www.davidparmenter.com.
Assistance from David Parmenter in Running The Workshop
I can help in a number of ways:
- deliver the two day in-house course in person during one of my speaking tours
- deliver the in-house course via a series of 5 webcasts
- seek a qualified accredited coach to deliver this workshop.
Please complete the inquiry form to progress your request for assistance.