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Complete CFO Guide on Analytics,Corporate Performance Management,Budgeting,Reporting

  • CPA (CA)
  • CMA
  • CPA (US)
  • CVA
  • CFA
Complete CFO Guide on Analytics,Corporate Performance Management,Budgeting,Reporting

7.5 Credits


Subject Area


Webinar Qualifies For

7.5 CPE credit of Finance for all CPAs

7.5 CPE credit for Certified Management Accountants (CMA)

7.5 CPD credit (Verifiable) for Canadian CPAs

7.5 PL credit for Chartered Financial Analyst (CFAs)

7.5 CPD credit (Verifiable) for CPA/ABV

7.5 CPD credit (Verifiable) for Certified Valuation Analyst (CVA)

7.5 General Educational credit for Tax Professionals / Bookkeepers / Accountants

Course Description

Management accounting practices have become increasingly progressive since the 1980s. Many organizations are far from where they want and need to be with improving performance, and they apply intuition, rather than hard data, when making decisions. Collecting, validating, and reporting data is not the same thing as analyzing information where we can glean valuable, actionable insights. In this 8 hour, online CPE webinar Internationally recognized expert, speaker, and author Mr.Gary Cokins will take you through how to apply Business Intelligence and Business Analytics to the Financial data, Corporate Performance Management(CPM), Budgeting & rolling Financial Statements and Effective Management Accounting Practices

Session 1: Corporate Performance Management (CPM)

Corporate performance management (CPM) is now viewed as the seamless integration of managerial methods such as strategy execution with a strategy map and its companion balanced scorecard (KPIs); enterprise risk management (ERM); driver-based budgets and rolling financial forecasts; product, service-line, channel, and customer profitability analysis (using activity-based costing [ABC] principles); customer lifetime value (CLV); and Lean and Six Sigma quality management for operational improvement. Each method should be embedded with business analytics and especially predictive analytics as a bridge to prescriptive analytics to yield the best (ideally optimal) decisions. This session number 1 is on a strategy map and its companion balanced scorecard (KPIs)

Critics have claimed that traditional managerial accounting is at best useless and at worst dysfunctional and misleading. Most line managers do not trust their management accounting data. 
21st Century management accounting develops cost/unit metrics that are useful for budgeting, cost analysis, and control. Activity-based costing (ABC) brings truly accurate fact-based costs with visibility. ABC does not broadly allocate overhead, but traces costs by identifying cause-and-effect relationships. Such information provides the ability to reveal the true profit margins for products and service lines as well as for specific sales channels and customers. 

The same information also helps reduce costs and improve productivity by reporting unit costs that can be benchmarked against your competition and monitoring cost trends. Removing the barriers caused by your current management accounting techniques can provide huge rewards.  

Session 3: Driver Based Budgeting & Rolling Financial Statements

The annual budgeting process is often criticized as a fiscal exercise done by the accountants that is obsolete soon after it is published, prone to gamesmanship, cumbersome, not being volume sensitive, and disconnected from the strategy and needed risk mitigation spending. You can resolve these deficiencies using capacity-sensitive driver-based expense projections. Driver-based budgeting allows for quick scenario planning and far easier analysis of a growing organization whose future may look nothing like today. The budget can be periodically refreshed to be rolling financial forecasts extending beyond the fiscal year-end. Learn how managerial accounting can become managerial economics. 

Session 4: Business Intelligence (BI) and Business Analytics (BA)

Volatility and complexity are the new normal. Most organizations are drowning in data, but starving for information. The finance and accounting function has the opportunity to leverage Big Data and the continuum of analytics – descriptive, diagnostic, predictive, and prescriptive. All are useful for better decision-making. Collecting, validating, and reporting data is not the same thing as analyzing information where we can glean valuable, actionable insights. In some ways, the finance function is many years behind other disciplines such as marketing, sales, and supply chain managers, in applying analytics. How can the CFO’s function catch up? 

Join this Online Webinar to view corporate performance management (CPM) as the seamless integration of managerial methods rather than as a single process and how to apply Business Intelligence and Business Analytics to the Financial data, Budgeting & rolling Financial Statements, and to learn Effective Management Accounting Practices. 

Learning Objectives

  • The difference between forecasting and predictive analytics
  • Examples for the CFO and accounting function
  • To provide an overview of all of the corporate performance management (CPM) methods.
  • To learn how to define appropriate key performance indicators (KPIs).
  • How to develop a driver-based “operational budget” based on resource capacity planning

Who Should Attend?

  • Business Owner
  • Certified Management Accountant
  • Certified Valuation Analysts
  • CFO/Controller
  • Chief Accounting Officer
  • CPA (Industry)
  • CPA - Mid Size Firm
  • CPA - Small Firm
  • CPA in Business
  • Director of Accounting
  • Director of Financial Reporting
  • Finance Director
  • Finance Pros
  • Financial Planner
  • Finanical Analyst
  • VP Finance





My experience is, there are objectives that sometimes you will have difficulty measuring or tracking and also conversations with the team in terms of their performance;where do i start & how can i improve my teams' understanding of the importance of performance management so i think this course will be of great help to me.


Yes, it was a good match for me. in addition to annual appraisal, continuous appraisal on a monthly basis and quarterly basis makes annual appraisal of our employees easy and it supports on the moment recognition of performance instead of waiting till the end of the year. Fantastic presentation


My experience Is a challenge when I do performance to my people and hope I will learn and gain a lot so that I will know how to do performance. It was really awesome course and motivating .I learn a lot to put in practice.


This is my second course with Gary Gokins and I impressed with his ability to present a compelling course without fancy animations or other such things. I especially find the role-playing demonstrations helpful. I Will be looking at other courses by Gary in the future


To get the best out of out each individual it is definitely important to align the organizations goals and objectives with theirs. As managers we should be able to share this goals and objectives with our teams.


Relevant topics contained in this course for management in Teams and manpower. Glad it mentioned Steady performers, as not everybody necessarily wants to move up. Would have liked to see more elaboration on managing difficult situations, or under performers.