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CIMA - Course list

BPP / CIMA On Demand

Click any course title for more information. To book a course you will need to use the course catalogue in the box to your right. For a downloadable version of our course catalogue please click here: 2014 course catalogue

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A Leader's guide to mastering influence

Access available (months)

Overview: Professionals today are called upon to demonstrate their ability to be skilful and flexible, irrespective of their position, in how they influence others. As organisations become less formal in their power structures, and flatter and more flexible in their systems of governance, there is an even greater need for finance professionals to have the ability to influence other people.

During this one hour module, participants will gain valuable insights into their strengths as well as development areas to become consummate influencers. By creating a greater awareness of the assets and skills required to effectively influence, participants can develop the strength, the focus, and the interpersonal flexibility required of great influencers.

Who should participate: Any individual who wants to improve their influencing skills can benefit. This module is especially valuable to anyone in a formal or informal leadership role or anyone responsible for implementing change.

Learning Outcomes: By the end of this hour, participants will have

  • Learned about an influencing model that will help them plan any situation which they need to influence.
  • Understood what particular style of influencing they naturally use and which ones they are less inclined to deploy.
  • Learned the difference between power and influence and what particular ingredients make a highly effective influencer. They will also get an opportunity to look at the influencer’s landscape and map their territory, on their terms.
  • Begun to apply some of what they have learned into their own situation and feel more confident in their own abilities and clearer about what options are open to them.

Course outline: Participants will:

  • Discover the distinction between influence and power.
  • Examine an influencing skills model to help them understand effective influencing behaviours. This evaluation will help them better understand how they currently use influence behaviours and identify areas for development. [Influencing Assessment]
  • Learn an influencing process that will give them a strategic and tactical approach to influencing in any situation. The participant will be encouraged to use this process and apply it to their current situation. [Influencing Process]
  • Establish clear and powerful influence goals and map critical people onto a useful stakeholder grid so that participants can see just how they can achieve their goals through these people.
  • Develop and practice a variety of influencing behaviours which they have identified as important to achieving successful results. [Behavioural Model]

Authored by: Olwyn Merritt
Olwyn is a highly experienced executive coach to senior executives and directors in some of the most well-known blue chip companies. She spent twenty years in senior management positions in fast paced organisations leading highly successful teams who generated significant revenues – from the highly successful start up’s of Energis and Kewill to heading BT’s winback and competitive response teams which brought back £180 million of returned revenue to BT under her leadership.

Added: August 2011

CPD Duration: 1

Activity based costing made easy

Overview: There is nothing difficult or mystical about Activity Based Costing - on the contrary, it is based on simple, common sense concepts and practical methods. It seeks to drive much greater cost understanding across all of an organisation’s operations, enabling management to take smarter decisions driving real business benefits through to the bottom line. Yet many who tried lost focus, introducing impractical complexity along with time and cost, into implementations - making them largely unworkable and unsustainable. This course gets back to the basics of ABC principles and demonstrates how it can be practically adopted with a minimum of pain and fuss.

Learning Outcomes:

  • What drives the need for ABC - the world of growing overhead
  • Understanding the simple principles of ABC - KISS, keep it simple stupid!
  • Implementation made easy - a framework for successful implementation along with practical tips and methods
  • How ABC changes our view of costs and profit, paving the way for different management thinking

Authored by: John McKenzie
John McKenzie has over 20 years’ experience during which he has undertaken ABC/M implementation work at a range of companies including Halifax Plc, British Airways, Seeboard Electricity, London Electricity, British Gas, ADNOC (Abu Dhabi National Oil Company), Sharwoods, Vauxhall Motors, IBC Vehicles, MATAV(Hungarian Telecom), Glasgow City Council, Royal Sun Alliance, NatWest, and Unilever International. His book ABC/M to the Max was published in 2008.

Added: October 2010

An introduction to FRS 102

The UK is gearing up for an end to UK GAAP as we know it. On 30 January 2012, the UK Accounting Standards Board issued three new financial reporting exposure drafts, proposing that all current FRSs and SSAPs are replaced by the financial reporting standard applicable in the UK and Republic of Ireland (draft FRS 102).

FRS 102 was subsequently issued on 14 March 2013. This new standard is the UK's adaptation of the IASB's IFRS for SMEs, an IFRS designed to be used by small and medium sized entities (SMEs) for whom adoption of full IFRS is a burden, with its detailed implementation guidance and vast array of disclosures.

This course covers the key differences between FRS 102 and current UK GAAP

Learning objectives: By the end of this course you will have a greater understanding of:

  • which entities can use FRS 102
  • where significant differences lie

An Introduction to investment banking

Overview: This module reviews the basic structure of an investment bank. It focuses on the basic activities of the different functional areas including sales and trading, corporate finance, compliance etc.

Learning Outcomes: On completion of this module you will:

  • gain an understanding of the different parts of the investment bank or Investment Banking Division (IBD) and how they interrelated
  • know what sales and trading does and the role of research
  • know key terms like Chinese wall, LIBOR, derivatives, leveraged finance, Financial Sponsors Group (FSG), Financial Institutions Group (FIG)
  • gain an understanding of the capital structure of companies, the split between debt and equity and how leverage increases returns to equity
  • understand what bonds and Eurobond markets are and what the Debt Capital Markets (DCM) do
  • understand what convertible bonds are, as well as asset backed securities such as Mortgage Backed Securities (MBS) and Collateralized Debt Obligations (CDO and CDOs)
  • understand what equities (stocks or shares) are and the work of the Equity Capital Markets (ECM) – in both primary issues (Initial Public Offering or IPO) as a book runner or lead, and in secondary offerings (rights issues)
  • understand what mergers and acquisitions are.

Added: February 2013

An introduction to project management

Overview: More and more accountants are being asked to contribute within a project environment. This module provides a basic outline of the project management role, how to structure a project, the project governance structure and highlights some of the tools available to help manage the process.

Learning Outcomes: By the end of this module you will:

  • have a basic understanding of project management methodology
  • understand project governance
  • identify the skills required to be an effective project manager
  • know the tools available for project planning
  • be able to implement a project plan
  • be able to evaluate a completed project.

Added: April 2012

An introduction to the city and financial markets

Overview

In this course we describe the key functions of the different financial markets in the City of London and how various products are used in these markets to hedge risk. The goal is to demystify a lot of the jargon of the City and explain how the different parts of the City work together.

Learning Outcomes

By the end of this course you will:

  • Gain an understanding of purpose of the City and the Buy Side and the Sell Side in the City.
  • Understand some of the risks that companies face and how the City can help to hedge them.
  • Know about major markets in the City including the Money Market, Foreign Exchange, Capital Markets, DCM, ECM, Derivatives Markets, commodities, insurance (Lloyd’s) and shipping (the Baltic Exchange).
  • Comprehend the role of the Bank of England and Regulation.
  • Understand terms like LIBOR, bid offer spread, IPO, eurobond, share, FTSE100 share index, derivative, Future, Option, Swap.

An introduction to the UK corporate governance guide for listed companies

Overview

Good corporate governance is essential to the effective operation of a free market, which enables wealth creation and freedom from poverty. In the UK the belief in relation to corporate governance is that the more ingrained the system of corporate governance in a business community, the less the need for detailed regulation to ensure effective compliance with good standards of business behaviour.

This module will explain more about the UK’s approach to corporate governance and in particular give you an insight to the 2010 published guidance now rebranded “UK Corporate Governance Code”, previously known as the UK Combined Code.

Learning outcomes: By the end of this learning module you will

  • Appreciate the key developments in corporate governance over the last thirty years in the UK
  • Recognise the UK’s approach to governance known as the comply or explain approach
  • Understand the key requirements of the new UK Corporate Governance Code issued in 2010

Analysing strategic success

Overview: Having developed a strategy with accounting input, implemented the strategy in an effective and motivational way it is important to assess whether the key elements of your strategy have actually been successful. This module will consider some benchmarks and definitions that should help you fashion an appropriate and cost effective set of measures to measure your success.

Learning Outcomes: By the end of this module you will:

  • understand the qualities of a good performance management system and a high quality key performance indicator
  • understand what makes a success factor critical and ensure the reporting regime supports and informs its progress
  • be able to ensure feedback mechanisms are in place to make sure your organisation is truly one that adapts and learns from past mistakes
  • be able to develop review and control procedures encompassing both qualitative and quantitative performance metrics
  • be able to consider the difficulties with setting targets and basing success on outcome measures

Added: February 2013

Assertivness

Delegates

This course will benefit anyone who feels that they need to deal with people confidently and more effectively, without being too passive or aggressive.

Overview

Imagine being able confidently to express your opinion, stand up for yourself, say ‘no’ when you need to and say what you mean and mean what you say. How much more effective and successful would you be? How much easier would your life be? Becoming more assertive can be immensely beneficial to everyone and can make you feel more confident, enhance your self-esteem, increase your ability to deal with difficult people and stressful situations, as well as making you happier, healthier and more professional.

Learning objectives:

At the end of this course delegates should be able to:

  • understand the meaning of assertiveness and how it differs from passive, aggressive and manipulative behaviour
  • become familiar with their workplace and personal rights and how to assert them
  • have more confidence
  • learn a variety of assertiveness skills, tools and techniques and know when to apply them
  • improve their communication skills; including effective listening, questioning, body language and rapport building
  • learn how to say no
Balanced scorecard

Overview: Arguably, the problem in most companies with performance measurement isn’t that we don’t have enough - quite the opposite. - It’s that we have too much and that what we have is unfocused lacks a real connection to strategy, lacks coherence down and across the organisation and fails to drive the behaviours and results we seek. The Balance Scorecard is a performance management framework that seeks to address these shortcomings.

Learning Outcomes: By the end of this learning module you will understand:

  • What is the Balanced Scorecard and its purpose
  • Its importance in terms of strategy and its delivery
  • The 4 perspectives - Customer, Financial, Business Process and Innovation and learning
  • The inevitable interdependency of measures and cause and effect outcomes

Authored by: John McKenzie
John McKenzie has over 20 years’ experience during which he has undertaken ABC/M implementation work at a range of companies including Halifax Plc, British Airways, Seeboard Electricity, London Electricity, British Gas, ADNOC (Abu Dhabi National Oil Company), Sharwoods, Vauxhall Motors, IBC Vehicles, MATAV(Hungarian Telecom), Glasgow City Council, Royal Sun Alliance, NatWest, and Unilever International. His book ABC/M to the Max was published in 2008.

Added: October 2010

Big Data

Overview

The world of business is being transformed by a data revolution. We now have access to unprecedented volumes of data. Never before in history have companies collected and had access to more data. And never before have we had the ability to analyse it to gain new insights and completive advantages. What's more, we are only at the beginning of this revolution. Data volumes are growing at exponential rates – just think of all the internet transactions, searches, social media conversations, YouTube videos, etc. This offers new opportunities and challenges for every business. Would you like to understand this data revolution and the benefits it could bring you and your company? Would like to learn how leading companies – big and small, private and public – are leveraging big data to deliver business benefits?

Learning Objectives

At the end of this course you will:

  • understand the big data revolution and the opportunities and challenges that come with it
  • get an insight into the way companies and governments are using big data today
  • see how big data analytics will transform business (and our lives) in all sectors
  • learn how social media, mobile devices and sensors are contributing to the data explosion
  • get a feel of the implications big data brings and where to start with leveraging big data.
Boost your emotional intelligence, boost your career

Overview

Emotional Intelligence (EI) is nowadays recognised as being as important as IQ. Understanding what EI is and utilising Emotional Intelligence in the workplace can play a large part in career success. By completing this course, you will:

  • Understand what emotional intelligence is and why it matters to your success
  • Explore the various facets of EI and how you can focus on the facets that you most need to develop
  • Examine how EI makes and breaks careers through some real life case studies
  • Begin to apply some of what you have learned to your own situation and feel more confident in how to develop your emotional intelligence further.

Course content

  • Defining Emotional Intelligence
  • The Four Facets of Emotional Intelligence
  • Research into what makes humans tick and how EI is linked to career success
  • Key case studies illustrating pathways to success as well as stories of derailment and where EI played its part
  • EI Self-Assessment and Reflections
  • Applying EI to your particular circumstances
  • Practical Strategies for each of the Four EI Facets

Learning outcomes

As a result of completing this learning module, participants will:

  • Understand what EI is and its various facets
  • Be able to examine their own EI and begin to explore their own strengths and areas for development
  • Develop a short actionable plan for boosting their EI and have tips to help them realise it.
Brand valuation

Overview: The following presentation looks at the valuation of intangible assets - particularly brands - and how financial reporting is evolving to deal with such assets and the challenges arising.
Learning outcomes: By the end of the module you will gain a good understanding of:

The importance of brands in the valuation of companies
The fundamentals of accounting for brands and other intangible assets covered in more detail in another e-learning module, IAS38 - Intangible Assets
The broad approaches used in the valuation of brands
Implementation within the IFRS framework and issues arising
Current stance and output of regulators and standard setters

Budgeting for beginners

Overview: When you're running a business, it's easy to focus on day-to-day problems and forget the bigger picture. However, successful businesses invest time to create and manage budgets, prepare and review business plans and regularly monitor finance and performance. Structured planning can make all the difference to the growth of a business. It enables business owners to concentrate resources on improving profits, reducing costs and increasing returns on investment.

This e-learning course will help you understand the basics of budgeting and will give you an appreciation of the process used and practical aspects of preparation.

Learning outcomes: By the end of this learning module you will

Understand what budgeting means
Appreciate the process for budget panning and control
Understand the practical and administrative aspects of preparing a budget
Find out about the behavioural implications of budgeting

Building better business cases

Overview: In today's economic climate, more than ever, we must ensure that any investments of significance in our businesses that we undertake produce returns that protect our cash, satisfy investors or shareholders expectations and justify the risks taken. This module looks at what constitutes a good business case, how we may effectively model it and considers the quantification of risk.

Learning outcomes: By the end of this learning module you will:
• recognise what constitutes a good business case format - what need does it fulfil, how will we achieve it and why should we do it?
• understand how to model a business case using Discounted Cash Flow (DCF) techniques, IRR and ROI effectively and the cash impact it has - breakeven and payback periods
• recognise the negative and positive impacts on investors and share value a business case can have
• how to evaluate up-front and on-going tangible and intangible costs and benefits
• consider the impact and evaluation of risk within a business case.

Building powerful value propositions

Overview: In an increasingly competitive world it is important that you communicate to your clients how you can help them to meet their needs and address the key issues that they face. The Value Proposition, done correctly, provides a powerful answer to the question “Why should we choose you?”. But it should do more, demonstrating your understanding of their issues and differentiating what you do from the competition. The key is in the differentiation, demonstrating how what you offer gives the client more of the things they want – the value – than competitor solutions. Value Propositions are frequently talked about and generally poorly done. Successful businesses cascade their Value Propositions down through the organisation, and the organisation has value delivery at the heart of what it does. The process starts with an understanding of value, and a recognition of the fact that what we might consider to be value may not be quite the same from the clients point of view. This e-learning course will help you understand value, recognise the importance of differentiation and help you to build a powerful value proposition for your business.

Learning Outcomes: By the end of this learning module you will:

  • Understand value and what it means to clients
  • Recognise the importance of defining value from the clients perspective
  • Have a value template against which to measure the three key areas of value
  • Understand the three steps to value
  • Be able to create powerful, persuasive Value Propositions
  • Win more business!

Authored by: Harry Macdivitt BA, MSc, MBA, FCIM, FIBC, CMC
Harry is the co-owner and director of Axia Value Solutions, a consultancy company specialising in value based sales and marketing strategies. Harry has assisted a large number of organisations with their pricing and general business strategies including Nokia, BT, IBM, Lucent, Siemens, Philips, Boots and Michelin

Added: October 2010

Business tax update 2014 subscription

Overview: The 2014 Business Tax Update subscription provides you with access to our monthly Business tax updates.

Learning Outcomes:

  • There is so much information published about developments in tax that it is difficult for tax practitioners to feel confident that they have seen everything that is important. Our online monthly taxation updates provide a distillation of important cases, legislative changes and official pronouncements, so those viewing the presentation can have that confidence that they have not missed anything of importance.
  • Each monthly update covers business tax followed by 10 multiple-choice questions covering the content covered and other taxation related matters and provides 1 hour of verifiable CPD.
  • Updates and questions will be provided monthly, except for August, which therefore provides 11 hours of verifiable CPD annually.

Commercial skills for finance professionals

Overview: This course focuses on the need for the finance function, and accountants in particular, to have a broader understanding of the needs of operational management. It concentrates on being able to communicate more effectively, recognising our personality traits and how we are perceived by others and to gain more influence through a mutual understanding the linkage between financial outcomes and value creation.

Learning outcomes: By the end of this learning module you will have a greater understanding of
• The changing role of finance
• The need for business partnering
• The impact of our personality and behavioural traits
• Presenting and communicating financial information in a more relevant form
• Focusing finance on value creation

Constructive SWOT analysis

Overview: Hasn't everything been said about SWOT? Well, actually, no. In this module we will introduce you to the Constructive SWOT which is a much more powerful and effective way to use this model. Using the Constructive SWOT analysis will help you examine, in real depth and with unprecedented rigour, how to build a solid and robust business strategy at corporate, division, SBU or even at team level. The model is in fact generic, so you can use it anywhere you need to think through the pros and cons of a proposed business decision.

Learning outcomes: By the end of this learning module you will:
• understand how Constructive SWOT can be used to full advantage in developing your business
• know how to collect and screen information for inclusion in the SWOT analysis
• be able to build rigorous business development and business defence strategies
• be able to use Constructive SWOT as part of your company's strategy formulation process.

Cost and return - professional ethics in business

Overview:As professional management accountants, CIMA members and registered students and throughout the world have a duty to observe the highest standards of conduct and integrity, and to uphold the good standing and reputation of the profession.

Research and activity in the field of business ethics and sustainability, the growing influence of investors, consumers, employees and wider society, all point to the necessity of embedding wider ethical considerations into strategy and performance measurement. The last few years have highlighted the costs of acting unethically, with a spate of business failures, high public distrust and now, increasingly, public protest against corporate and government misdemeanours. Management accountants have a specific role in not only upholding their related institutes’s code of ethics, but also in acting as a role model and influencer in regard to ethical practice and promoting responsible business for the long term.

Learning outcomes: By the end of this learning module you will:

  • appreciate the developments in ethics in the business context globally and the role of reporting
  • understand the the key principles of the IFAC International Ethics and Standards Board of Accountants Code of Ethics, adopted by CIMA
  • consider ethical dilemmas and their resolution
  • recognise the particular role management accountants can play in contributing to ethical management practices

Authored by: Tanya Barman
Tanya is responsible for CIMA’s ethics and responsible business policy strategy and programme for its members and students. Prior roles include responsible business, organisation development and international management positions in both commercial and non-profit organisations in UK, USA, South Africa and south Asia. Tanya has an academic background in International Relations as well as people management and development (MCIPD).

Added: July 2012

Data security and protection

Overview: Cloud computing now offers businesses a new way of storing data or running applications which can often be cheaper and more readily accessible than other methods. In addition cloud computing offerings include no hardware investments or software licenses, faster implementation and the benefit of being able to access data and applications from anywhere with an internet connection.

However, organisations need to be aware of the risks and how to mitigate them as there are also potential disadvantages which could include the lack of support, privacy, speed, security, as well as data protection considerations and the need to have an internet connection.

Learning Outcomes:

  • Introduction to the cloud
  • Accessing the cloud
  • Pros and cons of the cloud
  • Choosing a cloud provider and service
  • Data Protection Issues
  • Security and managing the risks
  • The future.

Added: November 2013

Dealing with change

Suitable for: This course is designed for all employees who are currently undergoing or about to undergo change in their organisation.

Overview: Change is inevitable. Disruptive technologies, globalisation, ever-increasing competition and uncertainties in the political and economic contexts all result in change upon change to the organisations in which we work.

It is quite natural to fear change and want to cling on to the security of the status quo - change can be difficult and stressful and it can cause us a lot of anxiety. But it doesn’t need to be that way. Change can also bring opportunities of which we can take advantage: progress and growth on individual, organisational and societal levels all come from change.

This course looks at positive responses to change so that the individual and the organisation can prosper through change and use it to their advantage.

Learning objectives: By the end of this course, delegates should be able to:

  • understand the realities of change
  • recognise the different stages of the change process and the different ways people respond
  • choose their own most useful response to change
  • communicate clearly to all other people involved in the process
  • pre-empt and prepare for change
  • develop creative solutions and plan an effective strategy for dealing with change
  • deal with fears and limiting beliefs and manage the stresses and emotions that arise during periods of change.

Delegation for success

Overview: Skilful delegation is one of the most important management skills and yet it is notoriously difficult for managers to crack. When done well, the benefits are huge for the manager, the employee delegated to and for the organisation as a whole.

It enables staff to learn and grow, frees up the manager’s time to enable them to take on new responsibilities and finds the most efficient and cost-effective use of the organisation’s resources.

Learning Outcomes: By the end of this course, delegates should be able to:

  • Know when and how to delegate and who to delegate to
  • Realise what stops them from delegating and learn effective solutions for each
  • Accurately measure each individual’s suitability for a job
  • Devise a delegation plan appropriate to the individual’s level of readiness
  • Get the right balance of supervision for each individual without being too intrusive
  • Communicate the task so the employee delegated to knows exactly what is expected and is motivated to take it on
  • Develop a stronger, more cohesive and productive team
  • Grow their staff’s capability and therefore increase the capacity of the team
  • Get the job done in the most efficient and cost-effective way for the organisation
  • Free up time to take on higher value tasks for themselves

Added: September 2013

Demand chain debtors

Overview: Organisations of every type and size generate some form of revenue stream. However few map out the specific processes of how and when it is generated or how efficient it could be. In today’s credit stricken, cash strapped economy it is vital for management to appreciate how revenue streams could become severed, restricted or terminated resulting in cash flow issues and liquidity gaps. Dealing with customers in a co-operative manner and delivering exceptional service is key to many organisations future success. This can only be enabled by taking a holistic approach and dealing with all parties, particularly customers, clients, providers and stakeholders in a manner that will generate robust, timely and accurate streams of income. This course will assist you in understanding how to improve the collection of cash as well as financing future income streams.

Learning Outcomes: By the end of this module you will:

  • appreciate the complexity of the order to cash cycle
  • understand the actions one can take to reduce income ‘slippage’
  • learn how to address liquidity gaps through alternative funding of debtors
  • you can challenge the norm of how Days Sales Outstanding (DSO) is computed.

Added: December 2012

Effective business writing skills

Overview: A recent survey suggests that around 90% of all newsletters and promotional material go straight into the bin (or the delete box). This is obviously a waste of time and resources, so it makes sense to use language and presentation to grab the reader's attention and make them want to read your written work.

The same principles apply to writing punchy business reports and proposals. As well as helping you to sell your business, this programme will help you to write clear advice letters and memos. It also acts as a useful introduction to BPP's comprehensive range of business writing courses.

Content:

The worst writing pitfalls and how to avoid them
Best practice principles for plain English
The six golden rules of clear writing
Some practical tips for making a strong impact on the reader

Emerging accounting issues

Overview: Economic instability, corporate collapses, fraud, investor uncertainty, transparency and sustainability are driving a number of accounting issues that call into question the value and appropriateness of traditional accounting thinking and structures. This module is designed to help us gain an understanding of these major issues that are changing the way accountants think and deliver.

Learning outcomes: By the end of this learning module you will have considered:
• appropriateness of reported measures
• shareholder and market expectations
• sustainability and stakeholder expectations
• striking the balance between financial and non-financial measures
• budgetary change to meet uncertain, dynamic environments and provide transparency
• issues of intangible value and accounting.

Enterprise risk management

Overview: Risk management has been talked about for many years but it has a history of inconsistent and misunderstood definitions. This has led to the development of new frameworks to allow all types of organisation to understand and better manage their risk environments. This module will introduce one of these frameworks known as Enterprise Risk Management ERM and will outline:

  • What ERM is;
  • Why ERM was developed; and
  • How ERM works.


Learning Outcomes: By the end of this learning module you will be able to:

  • Appreciate the importance of having a standardised approach to risk management and the key differences to other approaches
  • Understand the concepts underlying ERM
  • Recognise ERM’s three dimensional approach to risk management
  • Appreciate that ERM focuses on both the total organisation as well as the smaller supporting units so presenting an enterprise wide perspective of risk.

Added: October 2010

Feedback that works

Delegates

This course is designed for all team leaders and managers who want to improve the performance of their staff by giving effective feedback in such a way that it is taken on and gets positive results.

  • have strategies for dealing with difficult people
  • develop assertive solutions to real-life situations through the application of the skills, tools and techniques learnt.
  • Overview

    Giving feedback, if done well, is a very powerful tool for developing your individual staff members and improving your team’s performance. However, it is not always easy to do and we have probably all had experiences where it has not gone well.

    The good news is that it is a skill and, as such, can be learnt. Best practice does exist and it is possible to learn ways of giving even the most difficult of feedback. If you want to learn how to give feedback in such a way that the other person is grateful for it and it really improves their performance, then this is the course for you.

    Learning objectives

    By the end of this course you should be able to:

    • plan giving feedback, using a simple, structured approach
    • feel confident about giving even the most difficult of feedback
    • give feedback that is clearly understood and actionable
    • give feedback that really inspires and motivates your staff
    • recognise the right balance between positive and constructive feedback
    • deal with the emotions triggered by feedback.

    IAS 1 - presentation

    Overview: The following presentation looks at IAS 1, Presentation. This is a basic standard containing important questions about the main financial statements required for reporting under International Financial Reporting Standards.

    Learning Outcomes: By the end of the module you will gain a good understanding of:

    • The scope of the IAS 1 standard
    • The important definitions within the standard
    • Initial recognition of measurement in the financial statements
    • The required entities to produce the 4 main statements:
      • The Statement of Financial Position
      • The Statement of Comprehensive Income
      • The Statement of Changes in Equity
      • The Statement of Cash Flows
    • The notes to the financial statements

    Added: December 2010

    IAS 12 - income taxes

    Overview

    This course is designed to refresh knowledge and bring you up-to-date with the latest developments of IAS 12 and is therefore suitable for delegates with some existing knowledge of either IFRS or UK GAAP. IAS 12 covers the accounting treatment of current tax, under and over provisions and deferred tax. Although IAS 12 has been in issue for a number of years, this is quite often an area of significant difference for those that are new to IFRS reporting.

    Learning outcomes

    At the end of this course delegates will have a greater understanding of:

    • current tax
    • deferred tax (including taxable temporary differences and deductable temporary differences)
    • presentation of the deferred tax movement in profit and loss or equity
    • treatment of deferred tax on unused tax losses and credits
    • measurement of deferred tax
    • exceptions.
    IAS 19 - employee benefits

    Overview

    This module we will look at all aspects of employee benefits covered within IAS 19 including post employment benefits such as pensions, looking at both the current IAS 19 and the recent amendments to IAS 19, short term benefits such as holiday accruals, termination benefits where we will look at things like redundancy payments and all of the long term benefits generally paid post employment.

    Learning outcomes:

    By the end of this module, delegates will:

    • Gain an understanding of how pension schemes are treated under IFRS
    • Understand the recent amendments to IAS 19
    • Gain basic knowledge of other areas of employee benefits that IAS 19 coves.

    IAS 38 - intangible assets

    Overview: The following presentation looks at IAS 38 - intangible assets. It defines what intangible assets are and how to set up the accounting treatment for these intangible assets.

    Learning outcomes: By the end of the modules you will gain a good understanding of:
    • the scope of IAS 38 and the intangible assets that it deals with
    • definition of an intangible asset
    • initial recognition of measurement in the financial statements
    • subsequent measurement
    • disclosures.

    IAS 7 - statement of cash flows

    Overview: This session on IAS 7, Statement of Cash Flows, deals with the fourth financial statement an entity is required to present. This is the only statement that is not covered in IAS 1. Unlike many national accounting rules IAS 7 requires all entities to present a cash flow statement as an integral part of the financial statements (1). Given that the purpose of IFRS information is to enable users of financial statements to predict cash flows this course will take you through the contents of IAS 7 to help enable you to present cash flow statements.

    Learning outcomes: By the end of this learning module you will be able to gain an understanding of:
    • definition of cash and cash equivalents
    • three main headings: operating, investing and financing
    • direct or indirect method
    • some netting allowed
    • actual or average exchange rates
    • interest and dividends can be classified in any way
    • disclosures.

    IAS 8 - accounting policies, changes in accounting estimates and errors

    Overview: The following presentation looks at IAS 8: Accounting Policies, Changes in Accounting. This standard can be seen as an extension of IAS 1 and the presentation will cover topic areas such as the selection of accounting policies, changes in accounting policies, changes in accounting estimates and correction of error.

    Learning outcomes: By the end of this module you will gain an understanding of the following topic areas:
    • selection of accounting policies
    • changes in accounting policies
    • changes in accounting estimates
    • correction of error.

    IAS 7 - statement of cash flows

    Overview: This session on IAS 7, Statement of Cash Flows, deals with the fourth financial statement an entity is required to present. This is the only statement that is not covered in IAS 1. Unlike many national accounting rules IAS 7 requires all entities to present a cash flow statement as an integral part of the financial statements (1). Given that the purpose of IFRS information is to enable users of financial statements to predict cash flows this course will take you through the contents of IAS 7 to help enable you to present cash flow statements.

    Learning Outcomes: By the end of this learning module you will be able to gain an understanding of:

    • Definition of cash and cash equivalents
    • 3 main headings: operating, investing and financing
    • Direct or indirect method
    • Some netting allowed
    • Actual or average exchange rates
    • Interest & dividends can be classified in any way
    • Disclosures

    Authored by: Christopher Nobes BA, PhD, FCCA
    Professor of Accounting at Royal Holloway, University of London. Professor Nobes was UK representative on the Board of the International Accounting Standards Committee from 1993 to 2001. He is vice-chairman of the accounting working group of the Fédération des Experts Comptables Européens. He is the author of twelve books including the FT Reports Interpreting French Company Reports and German Accounting Explained.

    Added: October 2010

    IAS 8 - accounting policies, changes in accounting estimates and errors

    Overview: The following presentation looks at IAS 8: Accounting Policies, Changes in Accounting. This standard can be seen as an extension of IAS 1 and the presentation will cover topic areas such as the selection of accounting policies, changes in accounting policies, changes in accounting estimates and correction of error.

    Learning Outcomes: By the end of this module you will gain an understanding of the following topic areas:

    • Selection of accounting policies
    • Changes in accounting policies
    • Changes in accounting estimates
    • Correction of error

    Authored by: Christopher Nobes BA, PhD, FCCA
    Professor of Accounting at Royal Holloway, University of London. Professor Nobes was UK representative on the Board of the International Accounting Standards Committee from 1993 to 2001. He is vice-chairman of the accounting working group of the Fédération des Experts Comptables Européens. He is the author of twelve books including the FT Reports Interpreting French Company Reports and German Accounting Explained.

    Added: October 2010

    IFRS - group accounting

    Overview

    This course will benefit those who have some experience of international standards, either from their professional exams or in the workplace, and who are in need of a refresher on group accounting. Following the recent issues of the new group accounting standards IFRS 10 Consolidated financial statements, IFRS 11 Joint arrangements and the update to IFRS 3 Business combinations, there have been some significant changes to how we account for entities within the group. This course will bring you up-to-date with the most recent treatments.

    Learning objectives

    At the end of this course delegates will have a greater understanding of:

    • IFRS 10 Consolidated and separate financial statements
    • IFRS 3 Business combinations
    • IAS 28 Associates
    • IFRS 11 Joint arrangements

    Added: February 2014

    IFRS - share based payments

    Overview: This online module will cover accounting for share-based payments under International Financial Reporting Standards.

    Learning outcomes: By the end of this online module you will gain a good understanding of:
    • how UK GAAP compares to IFRS in this area
    • equity-settled share-based payments
    • cash-settled share-based payments
    • settlement alternatives
    • treatment of modifications, cancellations and settlements
    • the implication of deferred tax
    • key disclosures required in financial statements
    • how group share-based payment transactions should be treated.

    IFRS 1 - first time adoption of IFRS

    Overview: The following presentation looks at IFRS 1, first-time adoption of International Financial Reporting Standards. This unique standard is generally required once in an entity's life, when it makes the transition from some national accounting system to IFRS.

    Learning outcomes: By the end of the modules you will gain a good understanding of:
    • what first time adoption of IFRS means
    • national requirements
    • compliance with the different parts of IFRS
    • internal use IFRS.

    IFRS 8 - operating segments

    Overview: IFRS 8 is the International Financial Reporting Standard that requires companies to give disclosures about their operating segments. The standard replaces IAS14, segmental reporting and applies to reporting periods commencing on or after the first of January 2009.

    Learning outcomes: During the presentation we will cover the following areas:
    • introduction
    • scope
    • core principle
    • operating segments
    • reportable segments
    • disclosures
    • comparison with IAS 14
    • comparison with UK GAAP.

    IFRS financial instruments

    Overview

    This course will cover IAS 39 measures rather than the new IFRS 9 as at present IAS 39 is still being used in full within the EU. It will look at definitions of what is a financial instrument, a financial asset and a financial liability. It will also look at IAS 32, financial instruments presentation, looking at what qualifies as a liability and what should be classified as equity. The course covers the different categories of financial instruments under IAS 39 and what qualifies under assets and liabilities. It will also cover the project to replace IAS 39 and the progress that has been made so far under IFRS 9.

    Learning objectives

    At the end of this course you will:

    • be able to clarify financial instrument definitions
    • have an understanding of the debt/equity treatment under IAS 32 Financial instruments: presentation
    • have an understanding of the different elements of IAS 39 Financial instruments: recognition and measurement
    • have an understanding of the disclosures required in IFRS 7 Financial instruments: disclosures
    • have up-to-date knowledge about the project to replace IAS 39 with IFRS 9.

    Added: February 2014

    IFRS keeping up tp date - exposure drafts

    Overview

    The IASB and the US FASB have recently affirmed their commitment to developing a common set of high-quality standards and have set a goal of completing their major joint projects and issuing new standards by 2014. Many changes to IFRS are therefore taking place, with new standards being issued and older standards being revised or replaced. This course is designed to bring you up to date with the latest developments and proposals and is therefore suitable for delegates with some existing knowledge of IFRS.

    Learning outcomes

    By the end of this course, you will have a greater understanding of:

    • Recent exposure drafts
    • Convergence project
    • The replacement of IAS 39
    Implementing strategy

    Overview: Empirical evidence suggests that for many organisations strategies often fail to achieve the desired outcomes that an organisation seeks. Much of this can be attributed to the implementation of strategic initiatives.

    Learning Outcomes: By the end of this module you will:

    • understand the importance of continuous communication between senior management and the work force in making strategy work
    • know how to create a culture of responsibility and accountability from the outset of the strategy development process
    • be able to ensure that there are appropriate mechanisms to capture, manage and mitigate risk
    • look at where strategies might and have failed in the hope of preventing yours doing so in the future!

    Added: February 2013

    International VAT

    Overview: This module deals with international aspects of VAT. It begins by showing how UK VAT law and the VAT laws of other EU countries are governed by European law. The module then shows how VAT applies to movement of goods both within and outside the EU. When and how the reverse charge operates to account for VAT on cross border transactions is dealt with next. Having covered movements of goods, the module goes on to cover cross border supplies of services and show how the VAT rules apply to these. In particular, the major changes to the rules on cross border supplies of services which were introduced from 1 January 2010 and 1 January 2011 are covered. Finally, the question of when out of state VAT may be incurred and how it can be recovered is dealt with.

    Learning Outcomes: By the end of this module you will understand:

    • the interaction of UK and European VAT law
    • how VAT applies to supplies of goods within and outside the EU
    • the operation of the reverse charge in cross border transactions
    • how VAT applies to supplies of services within and outside the EU
    • when and how out of state VAT can be reclaimed.

    Added: December 2012

    Introduction to Sarbanes Oxley

    Overview: The Sarbanes Oxley Act was introduced in 2002 in response to many corporate scandals in the U.S.A. Since then many U.S. listed companies, including their overseas subsidiaries, have taken action to ensure that they are compliant with the relevant provisions in the legislation. This one hour e-learning course will give you an insight into the Sarbanes Oxley Act providing you with an appreciation of why it has emerged, the key provisions and the key practical areas that companies need to appreciate to ensure compliance.

    Learning outcomes: By the end of this learning module you will:
    • understand the drivers and rationale for the act
    • appreciate the key provisions of the act
    • recognise the jargon
    • appreciate the key issues to consider when implementing practically.

    Inventory chain management

    Overview: Days Inventory Outstanding (DIO) is normally the metric associated with this area but because inventory can be a mixture of physical stock and subjective work in progress the metric has become outdated. This course questions whether any organisation needs stock at all and delivers some of the solutions to holding stock, whilst recognising some pitfalls of such a policy. The financial supply chain in the inventory section is broken into two sections, one for stock and one for work in progress. This course will assist people in understanding how to make the processes more efficient with regard to stock and reduce system orientated issues regarding work in progress.

    Learning Outcomes: By the end of this module you will:

    • appreciate the way Just in Time (JIT) is one of several methods can enhance your cash flow
    • understand why stock could become a liability
    • learn how to manage work in progress and stock in a proactive manner.

    Added: December 2012

    Investment appraisal - using sensitivity to assess risk

    Overview: When thinking about risk and return and how the two interact with each other. NPV (net present value) by itself simply focuses on return and a lot of organisations make the mistake of simply using return as a basis on which to make their decisions. If you ask any investor how they make their decisions, they will tell you that risk is just as important to consider alongside return. And therefore we need to balance risk and return in making investment decisions and this is where sensitivity analysis assists with those decisions.

    Learning outcomes: The aim of this module is to give you:
    an awareness of why it is important to consider risk in the investment appraisal process
    the module will also so show you show how we perform sensitivity analysis on net present value (NPV) calculations.
    • Please note before purchasing this module it is assumed that you understand how to perform NPV calculations. If you do not have this knowledge then we would highly recommend you view the module Investment appraisal - basics.

    Investment appraisal basics

    Overview: This module aims to give you an understanding of a variety of investment appraisal techniques. In particular, the focus is on discounted cash flow techniques, namely NPV or net present value. At the end of the presentation, you should have an idea how companies or even individuals decide whether or not to proceed with a capital purchase or investment project.

    Learning outcomes: The module looks at the following areas:
    • the concept of the 'time value of money'
    • compounding
    • discounting
    • Net Present Value (NPV)
    • Internal Rate of Return (IRR).

    Lean finance

    Overview: This module will look at how to utilise lean processes and apply this to a budgeting process.

    Learning outcomes: This module covers:
    • indentifying the need for change
    • a recap on Total Quality Management
    • what is the DMAIC model and how it can be used for business improvement
    • how to identify and eliminate waste from business waste.
    • how to apply DMAIC to the finance function.

    Lean manufacturing

    Overview: This module will explain how Lean developed as a result of the Toyota Production System. It will also introduce the core concepts of Lean and explain how they are used alongside Six-Sigma and The Theory of Constraints to improve manufacturing processes.

    Learning Outcomes: Upon completion of this module you will have:

    • learnt how Lean can be combined with Six-Sigma to increase the quality of manufacturing processes
    • learnt how Lean tools and techniques can be used to improve the efficiency and effectiveness of manufacturing processes

    Authored by: Christopher Rowe MA, ACMA, CGMA
    Christopher is a CIMA qualified accountant with over 15 years of blue chip work experience with Nestle, Centrica and Arla Foods. Specialising in process improvement; Chris has applied the Lean Six-Sigma methodology to establish finance service centres, carry out both SAP and Oracle systems implementations as well as the design of end-to-end business processes.

    Added: September 2012

    Lean six sigma

    Overview: Lean Six Sigma is a world-class best practice method of continuously improving through processes. It integrates the twin approaches of Lean deriving from the automotive industry and culminating in the Toyota Production System (TPS) and Six Sigma with origins in Motorola, General Electric and Allied Signal. Deployed well it can dramatically improve the bottom-line performance of organisations. In this programme we cover the Seven Key Principles behind Lean Six Sigma, and look at reducing Waste and reducing Defects and Variation. We also look at how to secure Stakeholders' acceptance of the changes required, as well as the detailed steps of the DMAIC (Define, Measure, Analyse, Improve and Control) methodology.

    Learning outcomes: By the end of this module you will:
    • have a grasp of the seven principles of Lean Six Sigma
    • recognise the importance of eliminating waste, reducing defects, and improving process flow
    • be able to apply DMAIC thinking to improvement
    • understand the key elements of Change Acceptance
    • know the types of improvement opportunities most suitable for your initial Lean Six Sigma projects.

    Managing difficult members of staff

    Overview: Aimed at line managers, this course focuses on the practicalities of dealing with difficult members of staff. The courses discusses different types of difficulty a manager may encounter, the motivation of the member of staff concerned and how a team may react to the member of staff. It also covers practical steps needed to deal with both the short and longer term implications.

    Learning Outcomes: On completion of this course you will have a greater understanding of:

    • the impact of a difficult member of staff on themselves, the team and the manager
    • the different types of issues a manager may encounter and the various motivations that may be driving difficult behaviour
    • practical advice on how to deal with the immediate symptoms and enabling the individual, the team and the manager to function effectively
    • practical advice on how to deal with the immediate symptoms and enabling the individual, the team and the manager to function effectively
    • how to deal with difficult behaviour in the longer term.

    Added: October 2013

    Money laundering and the proceeds of crime for finance professionals

    Overview

    Finance professionals providing their services perform a key role, acting as gatekeepers to the financial sector. These services can be exploited by criminals to launder the proceeds of their unlawful activity. As professionals working in a regulated sector, staff need to be able to recognise high risk business activities and be aware of the anti-money laundering regime, as failure to comply with legal and regulatory obligations can result in serious consequences for an organisation or an individual.

    This course delivers an understanding of responsibilities under the Money Laundering Regulations 2007 and the Proceeds of Crime Act 2002, with guidance on promoting an effective risk-based approach, ensuring compliance with staff obligations. This course is aimed at finance professionals providing services as an auditor, external accountant, insolvency practitioner, tax adviser, and trust or company service provider.

    Learning Outcomes

    On completion of this course you will be able to::

    • demonstrate an understanding of the nature of money laundering
    • identify and evaluate higher risk clients and areas of business
    • recognise the legal obligations placed upon staff
    • articulate the principal elements of a customer due diligence policy
    • review, develop and implement systems and controls within an organisation
    Negotiation mastery

    Overview: Negotiation is at the heart of many professional and business interactions whether with clients, internal or external, suppliers, colleagues or indeed, any stakeholder. The key to profitable and sustainable business relationships is the ability to achieve win-win solutions that satisfy all parties at the table.

    In the new economic situation, the need to get the best deal possible is more pressing than ever. More than ever, the culture of negotiation needs to spread and deepen throughout the organisation, leading to a constant reduction in costs and improvement in efficiency.

    Negotiation situations often go beyond the simple one-to-one scenarios. What happens if you are negotiating on behalf of someone else? Or your counterparty is? What happens if there are several parties involved, all with competing agendas?

    This course uses the latest thinking from Harvard Business School to achieve sustainable negotiated agreements that satisfy all parties at the table, using powerful tools to deal with the most complex of multi-party negotiations.

    Learning Outcomes: By the end of this module you will be able to:

    • negotiate confidently and skilfully with any business stakeholder to achieve the optimum solution at minimum cost
    • build profitable and sustainable relationships through negotiating win-win solutions with customers and suppliers, internal or external
    • call on a repertoire of advanced techniques to get around any impasse in the negotiation due to conflicting demands
    • be more cost-conscious and aware of the many opportunities present for cost-cutting and negotiation
    • use the Harvard Approach of Principle-Centred Negotiations
    • 'Negotiate backwards’ to successfully resolve complex multi-party negotiations
    • identify and neutralise dirty tactics from the other side

    Added: October 2013

    New age budgeting

    Overview: Few would argue that traditional budgetary processes are time consuming, creaking at the seams, lacking transparency and insights and add little value. Yet the majority of organisations still pursue budgetary processes that were developed 90 years ago in an age of much greater stability and certainty. This module explores today’s shortcomings, the real needs for the 21st Century and alternate approaches.

    Learning Outcomes: By the end of this learning module you will understand:

    • The shortcomings in traditional budgetary processes and why should we change
    • The real purpose of a budget and what a good budget should seek to achieve
    • How costs are really driven and the impact on our cost understanding and forecasting
    • Budgetary alternatives being practiced today - Rolling forecasts / flexible budgets, Zero Based Budgeting, Activity or Driver Based Budgeting and Output Budgeting

    Authored by: John McKenzie
    John McKenzie has over 20 years’ experience during which he has undertaken ABC/M implementation work at a range of companies including Halifax Plc, British Airways, Seeboard Electricity, London Electricity, British Gas, ADNOC (Abu Dhabi National Oil Company), Sharwoods, Vauxhall Motors, IBC Vehicles, MATAV(Hungarian Telecom), Glasgow City Council, Royal Sun Alliance, NatWest, and Unilever International. His book ABC/M to the Max was published in 2008.

    Added: October 2010

    Operational cost reduction and procurement

    Access available (months)

    Overview: This module will provide users with an overview of the many different points to consider when undertaking an operational excellence programme. Focusing on areas such as procurement, supply chain excellence, functional alignment and how to measure and forecast the benefits of an operational excellence programme.

    Learning Outcomes: Upon completion of this module you will:

    • understand the rationale required for a cost reduction strategy
    • learn how to obtain control and power over the purchasing cycle
    • be able to describe what makes a good procurement excellence programme
    • understand the points to consider when developing the business case for a Procurement excellence programme

    Authored by: Garry Buick, ACMA, CGMA
    Garry has had extensive experience with GlaxoSmithKline, including a number of area finance director roles in the manufacturing division. He also worked in China as a key member of the implementation team for low cost product sourcing.

    Added: September 2012

    CPD Duration: 1

    Operational excellence in cost reduction

    Overview: Most organisations accept without question the principle that costs should be kept as low as possible provided they don't put key corporate objectives at risk. In practice, organisations often face strong pressure to increase resources to meet objectives such as better customer service and product quality. Reducing costs is often problematic because it's not clear exactly what is being done, and the value of this work to the organisation, in the areas you seek savings. This course examines six ways of overcoming these problems: improving the ability of spending areas to contribute to key corporate objectives and customer needs, while reducing their costs significantly.

    Learning outcomes: By the end of this module you will:
    • be familiar with six techniques for reducing costs in an organisation
    • be able to assess the applicability of each technique to their circumstances
    • be aware that some resources are important in terms of achieving strategic goals, and should be carefully preserved and enhanced, and some are less important and might therefore be better candidates for cost reduction
    • be able to reassess the management structure of the organisation in a way that provides for the right number and level of management posts to give effective management at lowest management cost
    • understand how activity analysis can be used to: bring clarity about what people do in the organisation; identify cost reduction opportunities that would otherwise remain hidden; stimulate cost reduction ideas that would otherwise be missed
    • be aware of the importance of purchasing effectively as a potential cost reduction opportunity, and of benchmarking as a means of identifying world class performers who can be emulated
    • understand the role that reducing both fixed assets and working capital can play in reducing the costs of the organisation.

    Operational risk and compliance

    Overview

    This course will provide an overview of operational risk management and how it works in practice. It includes risk management standards and the UK compliance requirements. There are practical examples of operational risk management techniques and how they are being used in organisations.

    Learning outcomes

    • Learn what operational risk is and how it differs from other types of risk.
    • Find out the critical success factors for building a risk management framework.
    • Discover techniques to identify and assess risks.
    • See what the four main risk response strategies are.
    • Understand the importance of the control environment.
    • Learn what the compliance requirements are for risk management within the UK Corporate Governance code.
    Presentation skills

    Overview: Do you feel daunted at the thought of giving a presentation? Are you confused about how to begin to put a presentation together, let alone deliver it? Do you wish that you could create and present an elegant, compelling and influential message easily and seemingly effortlessly? If the answer to one or more of these questions is yes, then this highly practical and results-focused course is for you and will increase your confidence and ability.

    Learning Objectives: By completing this course you will learn how to:

    • design and structure a memorable presentation
    • target the specific needs of your audience
    • banish nerves and enjoy your presentation
    • deliver your presentation with style
    • use technology effectively
    • present with power through voice and body language
    • achieve real confidence in your ability to present

    Added: July 2013

    Pricing - The urban legends

    Overview: Pricing is one of the most difficult decisions that a manager can make. Many see it as complicated, risky and even terrifying. The reality is rather different. As long as you understand a few of the ground rules, you will not go too far wrong in your pricing efforts. One of the rather daunting issues is that there are as many opinions about how to set price as there are managers offering them. Some of the advice is sound, solid and pragmatic. Other suggestions are wrongly founded, based on half understood premises or just plain stupid. We review no fewer than 18 such myths, offer rational responses to them and explain the theory behind the answers. This will enable you to recognise an "urban legend" when you hear one, and how to deal with it confidently and unambiguously.

    Learning outcomes: By the end of this learning module you will:
    • have a grasp of the core elements of theory that you need to understand pricing strategies
    • recognise the importance of segmentation, value and differentiation in making effective pricing decisions
    • be able to analyse wrong thinking in pricing and come up with better ideas
    • be able to contribute knowledgeably to management discussions on pricing and pricing strategies
    • find out about the behavioural implications of budgeting.

    Process excellence

    Overview: Leading business 'guru' Deming stated that '85% of the reasons for failure to meet customer expectations are related to deficiencies in systems and processes…rather than the employee. The role of management is to change the process rather than badgering individuals to do better'. In this programme we look at how to better manage, improve and design processes to address Deming's concern. We cover what processes are and how they operate in a business, how to recognise the state of maturity of process management in your business, and to measure and report the performance and state of each key process. We then go on to consider the methods for improving and designing processes for optimum performance, before finally looking at the drivers of successfully deploying process excellence.

    Learning outcomes: By the end of this learning module you will:
    • have a grasp of the three dimensions of process excellence
    • be able to assess the maturity of process management in your organisation
    • understand the four key states of a process and the impact of variation and defects
    • understand how to calculate Process Sigma
    • have a appreciation of the DMAIC and DMADV methodologies of improving and designing processes
    • know the key factors impacting successful deployment of process excellence.

    Profit vs Cash - understanding the differences

    Overview: Did you know that essentially the key reason for business failure is running out of cash; if a business no longer has cash, it doesn't matter what else is going on, the business can't and won't survive. Having adequate cash flow is essential to keep a business running. When cash runs out, the company runs the risk of not being able to meet current obligations such as payroll, suppliers and loan repayments. Yet despite this the majority of failed businesses mislead themselves that profitability is the key indicator of success and take their eye off cash flow. This e-learning course will introduce you to the significance, meaning and differences between profit and cash flow and provide you with an insight into how to understand both when looking at a set of accounts.

    Learning outcomes: By the end of this learning module you will:
    • understand the meaning of profit and cash flow
    • appreciate the key differences between profit and cash flow
    • recognise the significance of reviewing both when considering the health of any business and learn how businesses can take control over their cash flow
    • understand how to look at a set of accounts to obtain information to help assess both profit and cash flow.

    Raising business finances

    Overview: For many businesses, the issue about where to get funds from for starting up, development and expansion can be crucial for the success of the business. In tough economic times it has become even more critical as finance is not as readily available. It is essential for businesses to understand the various sources of finance available so that they can assess how appropriate these sources are in relation to the needs of the business and whether they will help the business achieve its goals. This e-learning course will help you understand what sources of finance are available to businesses small and large and will give you an appreciation of which types of finance may suit a business in different circumstances at different times.

    Learning outcomes: By the end of this learning module you will:
    • appreciate the different sources of finance available to fund a business
    • understand the distinction between internal and external finance and short term and long term sources of finance
    • recognise the types of debt finance available and their distinguishing features
    • appreciate how businesses can raise money through the issue of share capital
    • understand the pros and cons of the different types of finance.

    Reducing your impact on climate change

    Overview: The following presentation will look at the issues associated with climate change, mitigation, adaptation and how to report on your performance on reducing your impact on climate change.

    Learning outcomes: By the end of this module you will gain a good understanding of:
    • the main issues of climate change
    • the way the world, the European Union (EU) and UK have responded
    • assessment of impact
    • the things that can be done to reduce your impact
    • what you should report and to whom.

    Reverse supply chain management

    Overview: The reverse supply chain has become a vital part of the financial supply chain as it has become a source of profitable income. It has also paved the way for organisations to demonstrate their green credentials as well as to provide evidence of their corporate social responsibilities.

    The economic argument for delivering products and services that can benefit the community, the country and the company as a whole is founded on the principle that a ‘green agenda’ can generate customer loyalty, enhance streams of income, reduce costs and provide positive brand and public relation activities.

    This course will assist you to appreciate the various types of reverse supply chain initiatives.

    Learning Outcomes: By the end of this module you will:

    • appreciate the various ‘reverse’ supply chains
    • understand how it can be a ‘force’ for good
    • learn how the financial supply chain becomes more efficient with the appropriate green policies in place.

    Added: December 2012

    Shared service provision

    Overview: In driving towards greater levels of cost efficiency and improved service provision, many organisations have turned to establishing shared service centres. But are shared service centres always a guaranteed solution to achieving a satisfactory price/service balance and what conditions are likely to ensure successful shared service implementations?

    Learning outcomes: By the end of this learning module you will understand

    What is a shared service?
    Reasoning behind shared service provision
    Arguments for and against shared services
    Preconditions for a shared service to be successful
    Charging for services provided
    Operation as a cost or profit centre

    Shareholder Value

    Overview: Over the past 40 years there has been a progressive and huge divergence between company balance sheet value and value expressed by shareholders represented by share price and market capitalisation. Furthermore, the statistical correlation between accounting based measures of performance over a one to three year time horizon and corporate share value is poor. This module looks at the real driving forces behind share values in today's world.

    Learning outcomes: By the end of this learning module you will have considered:
    • shortcomings of historical valuation methods
    • basics of the Capital Asset Pricing Model
    • Market Value Added (MVA) and Economic Value Added (EVA) - a step forward
    • Shareholder Value Analysis (SVA) - current thinking on value creation and the importance of Intangible Value
    • Rappaport's guiding principles of value management.

    Smarter thinking, smarter working

    Suitable for: Accountants and other managers wanting to know how to use both halves of their brain to get more from it, think both logically and strategically, and keep one step ahead of colleagues.

    Overview:

    • Neuro-linguistic programming for numerate people.
    • Keep it alive: enhance your non-numerate brain too.
    • Rapport and negotiation.
    • Memory: find the method that works for you.
    • Innovation: get ahead of your colleagues

    Learning Outcomes: On completion of this course you will gain:

    • enhanced memory
    • better negotiation skills
    • greater understanding of your colleagues, clients and others
    • increased personal confidence
    • better understanding of yourself.

    Added: September 2013

    Social media - risks and opportunities

    This course will expose delegates to the opportunities social networking provides, taking into account some of the dangers and risks that the business needs to take into consideration.

    Overview: Social networking is a topic that should be on the radar of every department as it is proving to be a vital resource for many businesses. However, many of these businesses have yet to develop policies and procedures for employee use of the new media. Combined with this are the potential risks associated with social networking sites posing a problem that many departments now need to address.

    This course will help your organisation to understand the benefits and risks of social networking and will identify the best ways to use and manage social networks creating new opportunities for the business in a safer environment.

    Learning Outcomes:

    • Introduction to the world of social media/networking
    • Learn about social networking monitoring tools and how to use them
    • Learn how to effectively use sites such as Twitter, Facebook and LinkedIn
    • Learn the do's and don'ts of using blogs, microblogging sites and social networks
    • Learn the do's and don'ts of using blogs, microblogging sites and social networks
    • Uncover the potential pitfalls of social media and identify key risks
    • Effective policies and procedures for the use of social networking

    Added: October 2013

    Strategic management of trade working capital - demand chain

    Overview: Demand chain is the new definition of receivables under traditional trade working capital. The traditional approach to financing trade receivables included factoring recourse/non recourse, invoice discounting, forfaiting, receivables scrutinisation and vendor finance. The new approach includes:

    • straight through reconciliation with invoice discounting applied
    • white label via credit control outsourcing
    • which debtors to enter tiers 1, 2 and 3
    • when to announce that the initiative is being implemented
    • results and outcomes expected regarding savings in efficiency in cash and ROI.

    Learning Outcomes: By the end of this course you should be able to:

    • appreciate the new way of understanding the demand (debtor) side of working capital
    • be able to explain why the new format is ‘fit for purpose’ in the new cash environment organisations now encounter
    • understand why the former calculation of ‘Days Sales Outstanding’ (DSO) is at best a ‘general’ guide
    • gain knowledge from the case studies of how to apply the new methodology to enable you to become more effective
    • instigate a strategy that could make working capital and therefore cash more efficient.

    Added: July 2013

    Strategic management of trade working capital - supply chain

    Overview: Supply chain is the new definition of payables under traditional trade working capital. The traditional approach to financing trade payables was to use discounting techniques such as bulk discounts, non payments resulting in class actions, etc. The new approach (supplier chain financing) includes:

    • Segmentation of supplier base to deal with suppliers 'discretely'
    • Pre-shipment finance
    • In Transit or Vendor managed inventory –Ownership
    • Post Shipment- pre acceptance- invoice NOT approved by buyer –right of lien
    • Web Portal
    • Credit Rating links to main customer
    • Purchase Cards
    • Dynamic Discounting

    Learning Outcomes: By the end of this module you will be able to:

    • Appreciate the new way of understanding the supply (creditor) side of working capital
    • Be able to explain why the new format is more ‘fit for purpose’ in the new cash environment organisations now encounter
    • Understand why the traditional calculation of ‘Days Purchases Outstanding’(DPO) is at best a ‘general’ guide
    • Gain knowledge from the case studies of how to apply the new methodology to enable you to become more effective
    • Instigate a strategy that could make working capital and therefore cash more efficient

    Added: July 2013

    Strategic performance measures

    Overview: In the current economic climate the reliance on the markets to determine the true worth of an organisation, through the metric of Market Value Added (MVA) has been challenged. More organisations have argued that the true worth of an organisation is its ability to generate cash for investors. As such it is argued an organisation that wishes to maximise investor wealth should adopt the principles of Shareholder Value Analysis (SVA) and make managers accountable for the decisions that they make and the impact that this has on the value of the company. These are taken one step further when consideration is given to whether traditional management accounting concepts of cost encourage managers to make short term decisions. Economic Value Added (EVA) theory argues that certain costs should be viewed as investments and performance measured appropriately.

    Learning Outcomes: Include a greater understanding of:

    • The use of Market Value Added (MVA) as a performance metric and its limitations
    • Why cash is king in the current environment and how the concept of Shareholder Value Analysis (SVA) can encourage managers to take decisions that truly enhance the value of a company
    • Whether traditional management accounting concepts of cost encourage managers to take the wrong decisions.
    • The debate between cost or investment and the principle of Economic Value Added EVA)

    Authored by: Garry Buick ACMA
    Garry has had extensive experience with GlaxoSmithKline, including a number of area finance director roles in the manufacturing division. He also worked in China as a key member of the implementation team for low cost product sourcing.

    Added: October 2010

    Strategy in action

    Overview: It is often cited by business commentators and academic gurus that management is steadily losing the ability to think and act truly strategically. Operational effectiveness (the pursuit of greater and greater economies and cost reductions) is being confused with strategic thought and action. This module takes an overview of what strategy and strategic planning should fundamentally consist of and how key strategic elements drive competitive success and a focused workforce.

    Learning outcomes: By the end of this learning module you will:
    • recognise the traditional and more strategic future roles the accountant will play
    • understand a route map for successful strategic reporting
    • understand the elements of a winning, value and market based strategy
    • recognise the relevance and importance of Porters 'Five Forces' model

    Supply chain management

    Overview: Suppliers (trade creditors) are the lifeblood of all organisations whether they are supplying services like cleaning, maintenance or information technology or indeed supply labour and materials to enable products to be produced or contracts like building projects to be completed.

    The complex relationships between all the parties needs to be mapped as the financial supply chain could have serious cash gaps that could cause contractual delays, customer disenchantment and consequences around performance levels that could cause penalties to be incurred.

    This course will help you to understand what can be undertaken to reduce non-compliance issues, contractual penalties, supplier failure and deliver appropriate KPI and service level agreements.

    Learning Outcomes: By the end of this module you will:

    • understand the impacts of broken links in the supply chain
    • how to manage scenarios to assist suppliers
    • learn about the types of financing available to suppliers.

    Added: December 2012

    Sustainability performance measures

    Overview

    This course provides an overview of sustainability and how it is measured. It includes key sustainability standards and the UK legislation regarding sustainability reporting. There are practical examples of sustainability measures and how they are being used in organisations.

    Learning objectives

    • Learn what sustainability means, what drives it and how it can be measured.
    • Recognise different sustainability standards.
    • Understand the UK legislation regarding sustainability reporting.
    • Calculate sustainability measures.
    • Develop practical ways of improving sustainability and saving money.
    Tangible fixed assets and leases

    Overview

    This course will refresh your knowledge and bring you up-to-date with current treatment of tangible assets and leases under IFRS. It will cover a number of standards that relate to the accounting for tangible assets including property plant and equipment, leasing, investment property and borrowing costs. It includes details of those standards that apply for accounting periods beginning on or after 1 January 2014. It does not include details of new and revised standards applicable thereafter. The course is suitable for people with some existing knowledge of either IFRS or UK GAAP.

    Learning outcomes

    At the end of this course you will have a greater understanding of:

    • IAS 16 Property, plant and equipment
    • IAS 23 Borrowing cost
    • IAS 40 Investment property
    • IAS 17 Leases

    Added: February 2014

    The 21st Century workplace: managing social media use

    Overview: The social networking revolution. Indications are that the fastest growing membership to social networking sites is amongst the workforce population. With the ease of accessibility to the Internet in the workplace, this growth has had a considerable impact on behaviour of employees. The opportunities to now be online and socialising, rather than online and working, are at their highest, and the phenomenon does not look set to slow. This course considers not only the negative, but also the positive impacts of social networking technology for employers, the rights of employees, and how these 21st Century workplace issues can be managed.

    Learning Outcomes: By the end of this learning module you will be able to:

    • Understand the terminology associated with social networking
    • Consider the legal background applicable to the use of such technology in the workplace
    • Understand the risks in the workplace from use and misuse of social networking
    • Gain practical hints for dealing with problems caused by the use of social networking by employees

    Added: October 2010

    The accountant as a strategic influencer and advisor - Becoming a business partner

    Overview: In Part 1 we considered the changing role of the finance professional and looked at some of the ways they can bring greater efficiency and productivity through building closer links to the business, developing the role of business partner. This second module looks to highlight some of the inter personal skills required to be an excellent Business Partner.

    There is no doubt that some people were born with a high level of Emotional Intelligence while others need to work hard to develop it. The good news is that while IQ tends to level out the older you get, Emotional Intelligence (EQ) can be developed. This module looks to provide some tools and skills to employ and develop to help the finance professional build rapport with their counter parts with in the business - and in doing so fulfil the ever challenging role of Finance Business Partner.

    Learning outcomes: By the end of the module you will understand

    the potential use of practical tools that can facilitate the development of the important relationship between the Finance Business Partner and the business they are supporting
    the importance of understanding your stakeholders
    the vital elements of good communication enabling the building of a constructive rapport between the Finance Business Partner and the Business
    the process of change with a view to what might need to change for effective Business Partnering to occur
    a little more about yourself!

    The accountant as a strategic influencer and advisor - The role of business partner

    Overview: As the world changes and finance becomes an ever increasing priority for most organsations, there is a recognised need for the role of the finance professional to change. No longer can the finance professional sit behind a spreadsheet or spend hours simply playing with a chart of accounts. There is now a need, and in a lot of cases a pull from the business, for a finance professional to play a greater part in the strategic decision making and planning within a business. This has created the developing role of the Finance Business Partner.

    This module explains what that role looks like and briefly considers how the finance professional might get more involved in ensuring the strategy of an organisation gets implemented.

    Learning outcomes: By the end of the module you will understand

    the process for developing strategy and the accountants potential to influence it
    the challenges facing finance professionals moving into the Business Partnering role
    the different elements that make a successful business partnering function
    the Lessons to be learned to ensure that the implementation of business partnering within your organisation is successful

    The accounting input into the strategic plan

    Overview: As accountants increasingly break away from the stereotypical view of them as ‘grey people in grey suits’ it is ever more important to ensure that today’s accountant integrates into the business making them an invaluable part of the strategy development process.

    Learning Outcomes: By the end of this module you will:

    • Understand the benefits of a formal strategy development model
    • Understand the role the accountant can play in strategy formulation
    • Consider the key models and tools when appraising the organisation and developing a strategy
    • Consider some relevant case studies

    Added: March 2013

    The Bribery Act 2010

    Overview: The Bribery Act 2010 is far reaching in its scope and is intended to provide a more intensive mechanism to prosecute and control corruption and bribery in all its various forms. No firm or individual can afford to be without a working knowledge of the Act and an understanding of their obligations and the implications for themselves and their businesses. This module is intended to be a guide to the essential elements of the Act which will be of assistance to firms and individuals and their legal and compliance advisors. This course will help you understand the essentials of the Bribery Act 2010 and will give you a working knowledge of the structure of the Act and the offences it creates.

    Learning Outcomes: By the end of the module you will:

    • understand why the Bribery Act 2010 was enacted
    • understand the structure of the Act and its concepts
    • have a working knowledge of the criminal offences that the Act creates.

    Added: December 2012

    The future of UK reporting

    Overview

    This course will update you with the current position for financial reporting within the UK and provide you with the most recent proposals for the structure which has been proposed and is in the process of being implemented.

    Learning outcomes:

    At the end of this course you will:

    • understand the accounting requirements in the UK
    • have a brief understanding of IFRS for SMEs and it’s purpose
    • have an awareness of the proposals for the future of UK GAAP
    • understand how the future will impact on first time adoption

    Added: February 2014

    The successful manager

    Access available (months)

    Overview: Starting to manage or lead a team from scratch can be very daunting. This course provides the vital practical tools and techniques for delegates to manage and develop themselves and their teams to ensure that their departmental and organisational goals are achieved.

    Learning Outcomes: At the end of this course delegates should be able to:

    • understand the importance of developing themselves and the concept and practical application of emotional intelligence
    • motivate and empower themselves and their teams
    • conduct effective coaching sessions with ease and confidence
    • improve and develop their people management skills, through the application of practical empathy and understanding diversity
    • provide feedback and appraisal sessions
    • delegate effectively
    • create a motivating climate in the workplace through effective leadership behaviour.

    Added: November 2013

    Time management for professionals

    Overview: We seem to be getting busier and busier with us being asked to do more and more, in less and less time. This practical course will demonstrate how to work more effectively and efficiently so that we can get more work done in less time. Not only will it improve your productivity but will also help you to achieve a less stressful and more enjoyable way of operating, both within the organisation and outside it.

    Learning Outcomes: By the end of this module you will be able to:

    • work more efficiently and effectively to get more work done in less time
    • spend more time on tasks that really matter
    • plan your goals so that you can achieve them as quickly as possible
    • learn how to manage interruptions
    • make meetings more efficient
    • increase personal and team productivity.

    Added: November 2012

    Authored by: Simon Horton

    Simon is a highly experienced trainer with many years experience of running personal development programmes at a host of blue-chip organisations. He began his career at Cap Gemini and, in 1989, left to work as a freelance management consultant, working mainly in the financial services sector. Simon also runs NLP certification courses to Master Practitioner level and presents regularly at NLP conferences.

    Winning business cases

    Overview: In today’s economic climate it is ever more important that organisations are effective in allocating resources. Therefore there is an increasing tendency for organisations to require well thought through business cases for projects. These business cases need to be approached in a disciplined manner and address all the questions that those being asked for approval need answering. This course takes a generic approach to business case formulation that can be applied in any organisation.

    Learning Outcomes: By the end of this course you will:

    • understand what a business case is – and what it isn’t
    • appreciate the importance of stakeholders and managing relationships with these stakeholders
    • recognise the need to ensure that the business case is aligned with the strategy of the organisation or business unit
    • understand the principles of evaluation (this is covered in more detail in a separate e-learning course - Investment appraisal basics)
    • know how to put together a high level implementation plan
    • review what kind of risks might need to be considered
    • understand what kind of format and presentation the business case should comprise
    • recognise the importance of post completion reviews.

    Authored by: Richard Mallett FCMA, CGMA
    Richard has over 20 years of commercial experience at Boots, Reed Elsevier and Sainsbury’s, culminating in being group treasurer and then group financial controller at Sainsbury’s, followed by nine years as the technical director at the Chartered Institute of Management Accountants. He has had extensive involvement in business cases with responsibility for mergers and acquisitions at Reed Elsevier and investment appraisal of all capital expenditure at Sainsbury’s.

    Added: April 2013

    Working capital management

    Overview: Every business needs adequate liquid resources in order to maintain day-to-day cash flow. It needs enough cash to pay wages and salaries as they fall due and to pay creditors if it is to keep its workforce and ensure its supplies.

    Maintaining adequate working capital is not just important in the short-term. Sufficient liquidity must be maintained in order to ensure the survival of the business in the long-term as well. Even a profitable business may fail if it doesn't have adequate cash flow to meet its liabilities as they fall due.

    Learning outcomes: By the end of this learning module you will

    Understand the meaning of working capital
    Appreciate what Working capital management relates to
    Learn about some key liquidity ratios used to understand more about a business' working capital position
    Understand various techniques used to manage working capital