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

Location: Head officeDate and Time: xx xxxxx  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 Xxxxxxxxxxxxxxxx    should adopt quarterly rolling planning (QRP)

• 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, white boards x2


8.30am Welcome by Finance Manager, a summary of progress to date at Xxxxxxxxxxxxxxxx, an outline of the issues and establishing the outcome for the workshop.
8.40 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 Xxxxxxxxxxxxxxxx
  • How the annual plan drops out of the bottom-up quarterly rolling forecasting regime
  • ·    The foundation stones of a forecasting process
  • How each subsequent forecast works
  • Involvement of SMT in a forecasting process
  • Based on a special planning application – not Excel etc


9.40 Workshop 1a: Mechanics of a rolling forecasting workshop where separate teams look at the key components:

  • What issues are there with the proposed new forecasting foundations stones?
  • What are the major drivers for the forecast?
  • The likely category headings using the 10% rule
  • The potential pitfalls with the suggested approach
10.15 Morning break.
10.30 The major rules you need to apply to forecasting and planning

  • ·    Benefits of QRP to the Board, SMT, finance team and budget holders


11.00 Workshop 1b: Mechanics of a rolling forecasting continued workshop where all teams look:

  • What issues are there with the proposed new forecasting features
  • Which ones do you agree with as is
  • Which ones will need altering and if what changes do you propose
11.30 Workshop 2: 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” to schedule the steps (e.g., yellow-budget holder activities, red-forecasting team activities, blue-Budget Committee activities during the forecast).

  • Action plan agreed (document deadline date and who is responsible).
  • Individuals will be encouraged to take responsibility for implementing the steps.
12.30 Lunch at venue. Budget holders and their assistants leave.  Only accountants involved in forecasting remain.
1.00 Workshop 2: Workshop on “post-it” re-engineering of the Annual Planning process (continued)
1.30 Reporting formats presented by David Parmenter

  • Suggested formats
  • Examples from planning toll providers
  • ·    Impact on monthly reporting
2.00 Outline of the implementation steps presented by David Parmenter

  • Pareto’s 80/20 rule when designing a forecasting/planning model
  • 10 pitfalls to avoid at all costs
  • Mapping out the purpose of the model first
  • Better practice forecasting techniques
  • The  suggested implementation steps
2.30 Workshop 3 to develop the implementation programme steps

  • Select one or two implementation issues and discuss how you could surmount them.
  • What would be your first three immediate steps to get the ball rolling?
  • What changes should be made to the implementation gnat chart?
2.45 Afternoon break
3.00 Workshop 3 to develop the implementation programme steps
3.20 Workshop 4: Preparation of presentation of the way forward

  • Proposed foundation stones
  • Proposed forecasting drivers
  • Category heading for expenditure and revenue
  • Proposed timeframe for each review
  • Report formats
  • Next steps

Templates will be provided to speed up this preparation.  Groups will tackle different components. 

4.30 Presentation by each workgroup back to the group.
5.00 Final words from the CFO


My terms

  • 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

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.