Description

Project management is part of the life of customer-oriented companies. Mastering a project, whether IT, economic or reorganization, is all the more fundamental as it impacts the profitability of the company. This training in budget management control tools provides a rigorous methodology for managing projects while respecting profitability and cash flow objectives.

Who is this training for ?

Training objectives

• Define the objectives of a project management control
  
• Master all management control tools adapted to projects
  
• Measure project performance
  
• Monitor project cash flow
  
• Evaluate the profitability of an investment project
  
• Develop economic and financial dashboards
  

Training program

Contributions of management control for projects

• Different project categories from a management perspective.
• Plan-measure-act.

Evaluate costs and margin Different types of costs: direct, indirect, fixed, variable.

• Complete cost, direct costing.
• Analytical breakdown of the project.
• Calculation of a daily rate, for an internal or external project.
• Expense commitment procedure.
• Estimation of the result at completion.
• Scenario Exercise: determination of the daily rate for a market and non-market project.

Estimate the budget, ensure budget monitoring

• Cost the operational plans.
• The choice of durations of use, the depreciation of assets.
• Budget planning.
• The stages of constructing the project budget.
• Positioning the 'milestones'.
• Estimating the result at completion.

Monitor project cash flow WCR and project cash flow curve.

• How to improve the project's cash flow: negotiate advance payments, payment deadlines...
• Case scenario on spreadsheet: calculation and improvement of the project's cash position.

Evaluate project profitability Investing (FTI) and operating (FTE) cash flow.

• Choice of discount rate.
• Payback period, Net Present Value (NPV), Internal Rate of Return (IRR).
• Maximum cash flow trough : case on spreadsheet: calculation of profitability of a project.

The project dashboard

• Performance and management indicators.
• Communicate from the dashboard.
• Formatting.
• Scenario Exercise : choose the relevant indicators for your project.

Remote activity

• To benefit from the contributions of an expert on a theoretical or practical point: an
• expert 'Get started with profitability and cash flow analysis'.

Description

Today, a company seeking to gain in competitiveness and productivity cannot rely on a pyramidal approach to management control. Adopting a transversal vision makes it possible to open up management control towards a double dimension: resource management and value creation. Resource management covers process improvement. Value creation leads to the identification of more strategic levers of action. This training in management control through activities and processes will provide you with methodologies (ABC, ABM, DMAIC and balanced scorecard) to assess the relevance of costs, the efficiency of processes, and to align your company's processes with the strategic objectives.

Who is this training for ?

Training objectives

Implement activity-based analytical accounting (ABC).
Design activity or process-oriented dashboards (ABM).
Identify areas for improvement in terms of value creation and resource use .
broaden your skills as a management controller through the exchange of good practices.

Training program

Managing performance through processes Developing value-added management control: the new challenges.

• Implement a process-based approach: the prerequisites.

Gain visibility: activity mapping

• Identify activities and drivers (ABC/ABM).
• Carry out operational process mapping (ABM).
• Prioritize operational processes according to objectives strategic.

evaluate and analyze costs: ABC/ABM method Valuing cost drivers (ABC).

• Valorize cost objects (ABC).
• Take a new look at the margins by product, by service...
• (ABM).
• Anticipate resource sizing with a simulation tool.
• Look for alternatives.

Improve process performance: DMAIC method Define current processes that are not under control.

• Measure critical data.
• Analyze the causes of dysfunction.
• Innovate: reconfigure processes to reduce costs and benchmark your practices.
• Control execution.

Manage performance:

• Balanced Scorecard Identify the key objectives.
• Build the performance map.
• Define the performance indicators.
• Make the link with process dashboards.

Description

The management controller, a true business partner, can contribute in a very concrete way to the implementation of corrective actions in his company. To do this, it must be able to get closer to the operational world, in order to bring out effective solutions to contribute to economic performance.

Who is this training for ?

Training objectives

• Know how to use the right tools to analyze a problem and data
  
• Appropriate methods to seek solutions and support change
  
• Know how to argue to get action
  

Training program

Before the face-to-face

• A self-diagnosis, a video.

Orient 'client' and 'solution' management control

• Move from analyzing the past to visualizing the future.
• Integrate management control clients.
• Define a relevant objective.

Participate in problem solving: from identifying them to supporting action using the C.A.R.R.E.D.A.S. method.

• Understand a problem through data analysis (build a Pareto).
• Analyze a problem (select the information, describe the process).
• Look for the root causes (draw up a cause diagram).
• Look for the most suitable solutions.
• Try solutions and challenge them.
• Decide on the best solution thanks to a decision matrix.
• Support operational staff in implementing the chosen solution.
• Monitor the effectiveness of actions (find the right indicators).

Support progress to find solutions with operational staff

• Explore risks and opportunities using the Mind Map.
• Identify solutions in co-development.

After face-to-face, implementation in a work situation

• A challenge every week for weeks.

Description

Cost and margin optimization programs are among the priorities of financial departments. Analytical accounting constitutes the basic tool allowing in-depth knowledge of costs and margins, to identify areas of performance and non-performance. This training in analytical accounting is essential to acquire the fundamentals. It allows participants to identify the most appropriate method for their business and to actively practice calculating costs and margins.

Who is this training for ?

Training objectives

Master the essential principles of analytical accounting.
Adapt the different methods of calculating costs and margins.
Combine and wisely exploit the different methods in your business.
Disseminate relevant indicators as a tool for decision support.

Training program

Enriching management analyzes using analytical accounting

• Management accounting.
• Retreat expenses from general accounting.
• Meet the need for multidimensional analysis of activity.

Measuring cost challenges with comprehensive costs

• Distinguish between direct and indirect charges.
• Determine the analytical centers (or sections).
• Choose the work units and distribution keys.
• Valorize stocks.
• Uses: improve productivity, manage indirect costs...
• Case: application of the method to calculate the full cost of products.

Support decisions using partial costs

• Distinguish between fixed costs and variable costs.
• Analyze the different levels of contribution margins.
• Determine the break-even point or break-even point.
• Uses: doing or having done, negotiating a price...
• Case: application of the method to optimize the profitability of a company.

Deepening management analyzes using the activity-based costing method (ABC) The benefit of a new method.

• Define and value activities.
• Diversify and choose activity drivers.
• Calculate the costs of drivers and the costs of cost objects.
• Uses: managing processes, managing diversity...
• Case: calculating the cost of activities and analyzing analytical results.

Anticipate to develop the management system

• The steps to setting up analytical accounting.
• The key success factors.

Description

For several years, associations and non-profit organizations have introduced management control techniques to optimize the use of their resources and report to their supervisors. Even if the tools are similar to those of the private sector, the purposes of these organizations and the motivations of the stakeholders differ significantly. The program and pedagogy of this training in management control in associations and 'non-profit' organizations largely take these particularities into account.

Who is this training for ?

Training objectives

Successfully implement management control in the context of an association or non-profit organization.
Determine the key indicators and produce the dashboard.
Coordinate the construction and monitoring of the budget .
Analyze costs, performance and resource usage.

Training program

Quantify the costs of activities to obtain resources to evaluate a cost price based on the organization of activities.

• Identify the cost structure: direct, indirect, variable, fixed.
• Use cost costs to inform operational decisions.

Coordinate budgeting

• Understand the role of the budget in a non-profit organization.
• Valorize the main budgets: activities, support functions.
• Forecast cash flows and evaluate the working capital requirement (WCR).

Lead budget monitoring and reporting

• Measure and analyze gaps over different horizons to guide corrective actions.
• Explain how the voted budget was used to achieve the objectives contract.

Description

The services sector represents more than 60% of French GDP. Service activities are becoming dominant and management control techniques, designed for the industrial world, need to be adapted. This concrete training in management control focuses on the specific challenges of service activities (high diversity of activities, importance of personnel costs, immateriality of services, privileged relationship with the client, etc.).

Who is this training for ?

Training objectives

• Develop cost and margin analyses
  
• Coordinate the budget of your unit, and follow it
  
• Produce a dashboard useful for decision-making
  

Training program

Quantify the costs of activities to improve the management of the company

• Identify the cost structure: direct, indirect, variable, fixed.
• Choose the most appropriate cost calculation technique: full cost or partial cost method.
• Promote internal services between the different services.

Increase the profitability of activities: margin analysis

• Interpret the meaning of the different margin levels: margins at full cost or according to the break-even point.
• Exploit the complementarity of cost calculation methods.
• Implementation in a Case situation: the relevant costs for making the right decisions.

Coordinate the establishment and monitoring of the unit's budget

• Lead the budget process: the key stages, the actors...
• Promote the budget of resources.
• Analyze the causes of discrepancies.
• Case scenario: costing of the staff budget and hourly rates.

Identify useful indicators and design the dashboard

• Measure the performance of service activities (KPI).
• Define the content of the dashboard: the fundamentals.
• Scenario Case: dashboard in a service company.

Description

This training in industrial management control has been designed to enable new management controllers to quickly take charge of the main activities of the function. The methods and tools developed are directly applicable to identify industry-specific performance levers, implement cost optimization programs, and improve forecasting and dashboard practices. At the end of this training in management control in industry, participants will be able to adapt their management control to industrial specificities.

Who is this training for ?

Training objectives

Develop cost analyzes and manage the performance of industrial activities.
Coordinate the development and monitoring of the production budget.
Calculate standard costs and analyze variances.
Produce a dashboard useful for taking decisions decision.

Training program

Quantify the cost of activities to improve business management

• Identify the cost structure: direct, indirect, variable, fixed.
• Choose the technique best suited to management needs: full cost or partial cost.

Increasing the profitability of activities: analyzing margins

• Interpret the meaning of the different margin levels: full cost margins; the break-even point.
• Exploit the complementarity of these different analysis methods.
• Case: the relevant costs for making the right decisions.

Coordinate the establishment of the unit's budget

• Lead the budget process: the stages, the participants...
• Promote the production budget.
• Case: calculation of standard costs.

Lead budget monitoring

• Measure industrial deviations (material consumption, labor).
• Analyze the causes of deviations and propose corrective actions.
• Case: production deviations .

Identify indicators and design the dashboard

• Measure the performance of industrial activities (KPIs).
• Define the content of the dashboard.
• Case: setting up a dashboard.

Description

In an increasingly competitive environment, and in order to meet the expectations of its internal customers, the management controller must master the methods of evaluating and controlling commercial and marketing costs and be a force for proposals to: optimize the margins of the products or services sold, and estimate as best as possible those of future products or services; guide and secure commercial and marketing actions; guide, secure and prioritize commercial and marketing actions; put the sales process under control by identifying, analyzing and reporting key data. This training in management control of commercial and marketing activities provides the essential tools that a management controller can provide to operational managers: assistance and analysis in order to optimize commercial performance.

Who is this training for ?

Training objectives

Know the action levers useful for achieving commercial and marketing objectives
Prepare reports for monitoring sales and marketing actions
Monitor, analyze and lead action plans.
Support operational staff in understanding indicators and developing avenues for improving commercial performance.

Training program

Participate in the definition of commercial and marketing objectives

• Sales prices and commercial conditions.
• Monitoring product costs.
• Price/volume/cost elasticity.
• Marketing expenses and prioritization of actions.
• Payment conditions.
• Remuneration of the sales force (link with objectives).
• Application to the launch of a product.

Strengthen reporting efficiency to facilitate decision-making

• Make commercial forecasts more reliable.
• Analyze variances in turnover: volume, price, mix...
• Analyze contribution margins by product, segment , client...
• Analyze cost and efficiency gaps.
• Analyze the components of the marketing mix.
• Adapt reporting according to hierarchical level .
• Communicate results and share information.

Manage sales and marketing performance

• Effectively monitor sales and marketing costs.
• Identify the KPIs or key dashboard indicators: sales: PDM, turnover, margins, average basket, customer satisfaction...
• marketing: promotions, loyalty, conquest...
• predictable: order book, NPS, CES.
• Assign the right indicator according to the commercial or marketing objective to reach.

Support action plans

• Benchmark yourself with external data to identify strengths and weaknesses.
• Ensure the quantification of productivity gains.
• Arbitrate a portfolio of products or services .
• evaluate the ROI of sales and marketing actions.
• Challenge proposals.

Description

Social management control is at the crossroads of social management, financial management, management control and payroll management. Social management control seeks to reconcile financial constraints, methods of forecasting, HR management and the application of legal obligations within the company. This training in social management control will give you an overview of recurring issues whatever your organization.

Who is this training for ?

Training objectives

Understand and use the vocabulary specific to social management control.
Identify and understand changes in staff numbers and personnel costs.
Manage the payroll and analyze the sources of variances in the payroll.
Meet obligations legal: adapt HR reporting.
Know the typology of HR indicators to build a dashboard.

Training program

Before the face-to-face

• A self-diagnosis, a video.

Identify the issues and activities of social management control

• Bringing together business and HR logic.
• Understand HR issues.
• Meet the expectations of internal customers.

Manage staff numbers and personnel costs

• Workforce: which ones to choose? Know and prioritize the components of remuneration.
• Align budgets, payroll, and accounting in a common framework.
• Measure the costs incurred: productivity, turnover, absenteeism.

develop HR reporting Identify legal obligations in social matters.

• Headcount and payroll reporting: how to make them relevant.

Build a dashboard that meets your needs

• Measure HR performance.
• Identify sensitive indicators: theory and practice.
• Typology of indicators specific to HR.
• Design a presentation that facilitates analysis and decision-making.
• Case: Relevant indicators from the social dashboard.

Description

To involve each manager in improving the management of their unit, and optimize the economic performance of the company, the management controller can rely on a tool that we have developed as part of a consulting mission . This very operational training day offers an action-oriented pedagogy with practice of the 'mission/performance' matrix which can be used to support operational staff in the formalization and monitoring of their action plans.

Who is this training for ?

Training objectives

• Identify operational levers of economic performance
  
• Engage operational managers to act

Training program

Identify performance levers to increase company profitability

• Action: Build the economic performance creation tree according to the context of your company.

Support an operational staff in formulating their mission

• Action: Complete the 'mission/performance' matrix for a unit manager.

Identify leading indicators and adapt the dashboard

• Action: Formulate leading indicators for a unit manager in your company.

Sell ​​the mission/performance matrix to management or operational managers

• Action: Use argumentation techniques to mobilize operational staff on action plans.

Description

The profession of social management controller is a new profession in increasing evolution. It is linked to the increasing weight of personnel costs in the company. It contributes to the management of human resources in their cost-performance aspects. This comprehensive training in social management control will allow you to: acquire the fundamentals of socio-economic management; simulate and manage the payroll; design HR dashboards.

Who is this training for ?

Training objectives

Integrate social management control into the socio-economic dimension of the HR function.
Manage the workforce and the payroll.
develop budget forecasts and optimize HR costs.
Measure the financial impact of HR decisions.
Build the tools to improve and manage HR performance.

Training program

Issues and missions

• The five key missions of social management control.
• Positioning within the company and interaction with HR (compensation benefit, HRD, etc.) and financial functions.
• The expectations of internal and external stakeholders. The different levels to take into account.
• The approach and tools of social management control: analysis, reporting, forecasting, management.

Acquire an economic culture

• The impact of HR costs on the company's results and cash flow.
• The notion of provision (tenth of paid leave...).
• The weight of absenteeism.
• The weight of employer charges.

Correlating social climate and economic results

• Impact of socio-economic developments on the HR function.
• Use tools to measure the social climate.

Manage the workforce

• The legal definition of the workforce.
• The notion of FTE (full-time equivalent).
• Understanding dysfunctions: absenteeism, turnover.
• establish workforce reporting.
• The notion of international workforce.
• Scenario Case simulation: calculation of absenteeism and turnover

Know and prioritize the components of remuneration

• Maslow's pyramid.
• The notion of total compensation.
• Peripherals of remuneration.
• The individual social balance sheet.

Differentiate personnel costs and payroll

• The three levels of personnel costs.
• Focus on the basic payroll.
• Align payroll, accounting and budget.

Remote activity

• To share feedback at the end of your training: a virtual class.

Master the basic vocabulary Mass effect, level effect, carryover effect.

• Switch from an index to a rate and vice versa.

Implement the budget process

• Retrieve strategic orientations.
• Consolidate and analyze the data transmitted by operational managers.
• Define working hypotheses.

Build the payroll expense budget

• Simulate general increases.
• Simulate individual increases.
• Take into account the effects of activity (overtime, additional work, partial activity) .
• Simulate the effects of staff, noria and structure. Add the other payroll elements.
• Evaluate the weight of the charges.
• Add the non-pay elements. permanent and not submitted.
• Scenario Case: construction of a payroll budget, step by step

Monitor the payroll budget

• Calculate and analyze the differences between the budget and the actual: effects of staff, structure, GVT, Noria... establish payroll reporting.

Measuring social performance

• The social report and other mandatory reports.
• The main social indicators: participants leave with a library of HR indicators.

Design the dashboard

• Clarify the objectives.
• Distinguish between performance and management indicators.
• Identify the relevant indicators: the OFAI method.
• The five principles of dashboard design.
• Design a presentation that facilitates analysis and decision-making.
• Key points and useful tips to follow.
• Scenario Illustration of the OFAI method on a case specific to the participants and construction of an HR dashboard.

Strategic dashboards

• Make the link with the company's strategy: define HR policies.
• Integrate the different dimensions of performance: balanced scorecard model.
• Adapt the model for the HR sphere: HR scorecard

The information system

• HR HRIS: the functionalities sought for social management control.
• Ensure the reliability of existing system tools.
• Mapping market tools.

Remote activity

• To appropriate the contributions of an expert on a theoretical or practical point: an expert 'Let the numbers speak'.
• assessment of acquired knowledge

Description

The management controller is not only 'provider of figures' to general management or managers, but also 'facilitator of the management control process' in the company. De facto, he absolutely must master his communication to successfully complete his projects. This training, to develop relational skills, will be a valuable asset for communicating more effectively and thus participating in improving the company's performance.

Who is this training for ?

Training objectives

Acquire benchmarks to adapt your communication to your interlocutor.
Develop your ability to work effectively in a team.
Communicate more effectively to help improve performance.
Appropriate the posture of a negotiator and convey your messages assertively.

Training program

Before the face-to-face

• A self-diagnosis, a video, a first tool.

Know yourself better to communicate better Determine the dominant traits of your personality and that of your interlocutors.

• Become aware of the image you give to others.
• Identify the expectations of your interlocutors.
• Gain flexibility in your communication.

Acquire tools to argue and influence Develop your ability to 'sell' management tools. Develop active listening.

• Structuring an argument.
• Knowing how to negotiate effectively.

Manage delicate relational situations Identify resistance and deal with it. Manage conflicts. Develop assertive behaviors to assert yourself in tense situations. Acquire tools to prepare and lead a meeting

• Prepare and structure your interventions.
• Send simple and impactful messages.

After face-to-face, implementation in a work situation

• Training modules to anchor new habits.
• To learn more about remote activities A video 'What's the problem?'.
• training modules: 'Practice active listening'; 'Handle objections - Level'; 'Handle objections “Level'; 'Handle objections “Level'.

Description

In order to meet the expectations of its internal customers, the management controller must master the methods of evaluating and controlling costs and investments in order to: optimize the costs of existing products and best estimate those of future products; guide and secure investments; put the production process under control by identifying and analyzing key data. This training on production costs and industrial performance provides the essential tools to provide operational managers with the necessary assistance and economic analysis.

Who is this training for ?

Training objectives

• Calculate and monitor product costs
  
• Define and monitor key indicators
  
• Assist operational managers in quantifying productivity gains
  
• Participate in the economic evaluation of investment projects
  

Training program

Calculate the full cost price of a product

• Distinguish between direct and indirect costs.
• Discover complete cost calculation methods.
• Use nomenclatures and production ranges.
• Determine the analysis centers.
• Specify the activities.
• Choose the work units and distribution keys.
• Valuate the stocks, production in progress.
• Quantify the production cost.
• Scenario Case: Calculation of the complete cost of finished products.

Use standard costs

• Know in which cases to work with standard costs.
• Define relevant standards.
• Practical methods of calculating standard costs.
• How standard cost accounting works.
• Case scenario: calculation of the standard cost of activities.

Measuring industrial performance

• The cost of resources: variances on purchases and labor, costs of waste.
• The efficiency of the production process: variance in material yield; cycle time; non-value time.
• The inventory turnover rate.
• Reliability indicators: MAP, TRS (rate, Delivered on date).
• Support cost optimization and inventory reduction actions: quantify the gains and monitor them.

Plan industrial investments

• Present a relevant investment case.
• Valuate fixed assets and depreciation.
• Calculate and analyze the profitability of a project.
• Choose projects that create value.
• Organize project monitoring.
• Scenario Case: Choose a project based on economic indicators.

Remote activity

• A
• expert 'Making the numbers speak' .
• A video 'Mobilizing operational teams with visual dashboards' .

Description

Implementing a high-value management control system requires a thorough mastery of the entire budgeting process. Through a rigorous methodology and adapted budgeting techniques, this training will enable each participant, in close collaboration with operational teams, to organize and coordinate the budgeting process within their company. It also aims to provide effective support to operational managers during budget preparation, while ensuring budget monitoring and performance analysis to optimize business management.

Who is this training for ?

Training objectives

• Organize and lead the budgeting process effectively
  
• Master key financial forecasting techniques
  
• Monitor the budget closely and analyze variances
  
• Optimize resource allocation to improve financial performance
  
• Communicate budget results clearly to stakeholders
  

Training program

Before the face-to-face

• A self-diagnosis.

Manage the Budgeting Process

• Understand the steps, organization, and assumptions of the budgeting procedure.
• Master the coordination of the different budgets.
• Integrate the connection between budgeting and strategic planning.
• Conduct a self-assessment of the budgeting procedure.

Develop the Sales and Production Budgets

• Sales budget: forecast sales and define the commercial action plan.
• Production budget: size and value necessary resources, establish standard costs.

Prepare Other Essential Budgets

• Overhead budget: apply contributions from B.B.Z.
• Payroll budget.
• Investment budget.

Organize Budget Consolidation and Modeling

• Simulate cash flows.
• Prepare the cash budget.
• Model the different budgets for a consolidated view.

Measure and Analyze Budget Variances

• Build a flexible budget and perform variance analysis.
• Conduct budget reforecasting and manage the budget closing process.

Description

Management controllers are increasingly active in their company's digital transformation projects, either as a contributor or as a leader. Their understanding of how the company operates as a whole allows them to help operational managers adapt the business model to market changes, while optimizing processes and costs. This training on management control of digital activities allows you to better understand the challenges of digital transformation, and to challenge projects and associated costs.

Who is this training for ?

Training objectives

• Better understand the concepts related to digital transformation
  
• Better control and budgetary monitoring of digital activities
  
• Be able to challenge digital project management with its different stakeholders and the associated costs
  

Training program

Before the face-to-face

• A self-diagnosis, a video.

Managing a digital project and the associated budget

• From the design to the creation of a site or mobile application.
• Points of vigilance in management control.
• Case study (services and costs ).

Control and monitor the budget for digital activities

• The costs of marketing and digital communication.
• The costs linked to the IT department (architecture, security, applications).
• The professions and salary costs of digital.
• case study and online demonstration.

Impact of digital on financial management professions

• The new KPIs to integrate into the dashboard.
• Management and artificial intelligence.
• FinTech trends.

Workshop work on a few practical cases brought by the participants (limited time) Reflection in subgroups: critical analysis and recommendations.

• Sharing best practices.

After the present,

• A challenge every week for weeks.

Description

It is in the service professions that the function of management controller is developing most significantly today. Indeed, service companies equip themselves with measurement and forecasting tools specific to the nature of their activity. This comprehensive training for management controllers allows you to be autonomous in the implementation of best practices.

Who is this training for ?

Training objectives

Acquire perfect mastery of cutting-edge management control tools and methods

Contribute to setting objectives and action plans

Enrich the management system in order to manage performance

Increase the added value of the management control service
Develop a constructive management dialogue with operational staff

Training program

Positioning management control in a service company

• The missions of the management controller, and the tools used.
• Give a positive image of the 'management control' function.

evaluate key parameters of economic performance

• Know how to read a balance sheet and an income statement.
• The main ratios: activity, profitability, profitability... Case scenario: analyze the financial balances of a company.

Making the management information system more reliable in a service company

• Define the types of objectives, the means, the results.
• Ensure the coherence and deployment of objectives within the organization.
• The 3 levels of an information system. Quiz scenario: define the objectives by level.

develop operational dashboards and reporting

• Analyze the company's functions and processes.
• Use your own indicators and disseminate information.
• Participate in implementation and monitoring action plans.
• Respect the 5 golden rules of the dashboard.
• Scenario Case: identify the relevant indicators of a service activity

Building the strategic dashboard

• Bringing together financial and organizational approaches.
• The balanced scorecard.

Remote activities To complement classroom training: an expert

• 'Make the numbers speak'.

Design analytical accounting to manage activities

• The objectives, challenges, and scope of analytical accounting.
• Define the analytical architecture of the company's cost model.
• Structure the analytical system design approach.

Analyze: the full costs of the services sold

• Define direct and indirect costs.
• The division into analytical sections.
• The choice of work units and distribution keys.
• Interests and limits of the full cost method.
• Scenario Case: calculate the full cost of services provided.

Simulate: partial costs of services sold

• Analysis into variable and fixed costs; into marginal costs...
• Calculation of the break-even point.
• Interests and limits of the cost method partial.
• Scenario Case: simulate the break-even point

Pilot:

• Activity Based Costing (ABC) The contributions of the ABC method to controlling costs.
• The methodology: activities, drivers and cost objects.
• The challenges and the valuation of internal services.
• Case scenario: calculate the cost of IT services.

Participate in the reliability of processes and activities

• Integrate management processes into an ERP.
• Internal process control.
• From risk identification to implementation of the management plan actions

Remote activities

develop and quantify the medium-term forecast

• Formalize medium-term plans.
• Ensure their deployment in the organization.
• Build a business plan.

Manage the budget process of a service company

• The budgetary procedure, the stages, the actors.
• Interactions with the planning process and the organization.
• Conduct work meetings.

Building 'optimal' budgets

• The financial approach: determining budgets, resulting budgets.
• The organizational approach: commercial budget (activity); production budget (resources); budget for support functions ': Zero Base budget.
• The cash flow budget Case scenario: developing a commercial and personnel costs budget.

Planning investments in a service business

• The criteria for choosing an investment.
• The techniques for quantifying and analyzing profitability.
• Taking risk into account in the decision .
• Case scenario: assess the forecast profitability of an investment.

Animate budgetary control

• Control and evaluate performance using standard costs.
• Analyze gaps and mobilize operational staff on action plans.
• Organize project monitoring .
• Simulate periodic estimates and the end-of-year projection.

Summary case

• Case scenario: build a business plan step by step.
• assessment of acquired knowledge

Description

The management controller is one of the key players in the company. He must position himself tactfully with operational staff because he is both the advisor, the information provider, and 'the one who disturbs' through the accuracy of his figures and analyses. This complete management controller training allows you to be autonomous in implementing best practices.

Who is this training for ?

Training objectives

• Acquire perfect mastery of cutting-edge management control tools and methods
  
• Contribute to setting objectives and action plans
  
• Enrich the management system in order to manage performance
  
• Increase the added value of the role of the management controller
  
• Being heard and respected by 'super-technicians'
  

Training program

Identify management control activities in industry

• The principles, approach and developments of management control in an industrial environment.
• The three levels of the 'Business' system: strategy, management and operation, and the associated tools.
• Support management, operational managers: role of co-pilot The responsibilities of the management controller in the strategy and management of the company.
• Give a positive image of the function.

evaluate key parameters of economic performance

• Know how to read a balance sheet and an income statement.
• The main ratios: activity, profitability, financial structure.
• Scenario Case A: Simulate the parameters financial.

Take into account the organization's system of objectives

• The objectives to be used to measure performance.
• The deployment of objectives.
• The action plans associated with achieving performance.
• Scenario Case B: Select the relevant indicators.

Building a dashboard system

• Select the relevant indicators in an industrial environment.
• The five principles of designing a dashboard.
• Sell the dashboard to operational staff.
• Scenario Case C: Build an industrial dashboard.

Remote activities

• To benefit from the contributions of an expert on a theoretical or practical point: an expert 'Let the numbers speak'.

Master the fundamentals of analytical accounting

• Define the axes and centers of analysis.
• Calculate product costs: the full cost and partial cost method.
• Use the results to inform decision-making.
• Scenario Case D: Identify the relevant cost to make a decision.

Use method

• ABC (Activity Based Costing) Value the costs of activities, drivers, and cost objects.
• Carry out interviews and manage the implementation project.
• Scenario Case E: Calculate the cost price and the analytical result by product.

Optimize the operation of analytical accounting

• The implementation of analytical accounting: steps, architecture.
• Integrated management: GPAO/ERP.

Put industrial costs under control

• Control and evaluate performance using pre-established costs (or standard costs).
• Analyze the gaps (cost, performance, efficiency, etc.) and mobilize operational staff on the plans 'actions.
• Scenario Case F: Calculate hourly rates and standard unit costs of products.

Participate in the reliability of industrial processes

• Internal process control.
• Risk management and implementation of the action plan.

Master strategic diagnostic tools in an industrial environment

• Strategic analysis tools. Key success factors.
• Scenario Case G: Strategic analysis of an industrial company.

Contribute to the dissemination and achievement of the general objectives of the organization

• Formalize medium-term plans. Ensure their deployment into objectives and progress plans.
• The company's strategic dashboard: Balanced Scorecard.
• Scenario Case H: develop the strategic map.

Lead the budget process

• The main stages of the budgetary procedure.
• Relationships with the planning process.
• Organize budget monitoring.

Build the company's different budgets

• The commercial budget: the marketing plan and sales objectives.
• The production budget: production program and valuation of product costs.
• Expenses of structure: the BBZ method.
• Scenario Case I: develop the overall budget of an industrial company, step by step

Plan industrial investments

• Profitability analysis techniques.
• Taking risks into account.
• Investment control.
• Implementation situation Case J: Analyze the forecast profitability of an industrial investment project.
• assessment of acquired knowledge

Description

Management must ensure convergence of behavior, consistency of actions and monitoring of performance. A global management system must be put in place in order to ensure control of the management of the organization: management accounting, budgets, dashboards, etc. This 'action training' in management control makes it possible to quickly acquire the fundamental to master the main tools and be able to implement them.

Who is this training for ?

Training objectives

• Master the fundamentals of management control
  
• Understand the financial mechanisms that drive a company
  
• Learn to use key management tools essential for business oversight
  
• Grasp and apply reporting tools in real-world scenarios
  

Training program

Understand the financial logic of the company

• Ensure the sustainability of the organization: profitability, cash.
• Know how to use partial costs: manage costs and the different margin levels; calculation of the break-even point, simulation of results and management decision.
• Define structuring and mobilizing objectives.

Know how to make forecasts

• Participate in the development of your company's budget.
• Consolidate the forecast figures to ensure overall consistency.
• Carry out the forecast or landing the end of the year.

Monitor achievements and analyze gaps

• Choose the different significance thresholds.
• Calculate and analyze the different differences: volume, price, cost.
• Know how to interpret the results and draw lessons from them.

Integrate cash culture Manage cash as a pivot of management control.

• Understand the company's self-financing capacity.
• Reduce the need for working capital to generate cash.

Bringing management information to life

• Identify relevant indicators: overall performance and management of activities.
• Explain reporting data to operational staff and encourage them to take action.
• Practice to ask the right questions to operational staff and make a summary.

Description

The current priorities of the 'management control' function are oriented towards a greater contribution to strategic decisions, the production of more relevant information, the optimization of margins and the evaluation of performance. It becomes crucial to improve management procedures, optimize information flows, strengthen the relevance of activity analyzes and have management procedures applied by non-financial operational staff. This training is an opportunity to discuss 'good practices' in management control and to take a step back from one's immediate environment.

Who is this training for ?

Training objectives

• Produce management information with higher added value
  
• Strengthen performance evaluation and management dynamics around action plans
  
• Benchmark your current management control practices
  
• Adapt procedures and the management information system
  
• Expand management control missions to the 'Business Partner' (technical and behavioral aspects)
  

Training program

Appreciate the economic profitability ratios

• The balances of the balance sheet and the income statement.
• The profitability ratios.
• The sources of value creation.

Anticipate and optimize financing needs

• From Cash Flow to Free Cash Flow.
• Cash flow crises.

Ensure the relevance of investments Prioritize projects.

• Prioritize projects.
• Calculate ROI.
• Challenge and defend a project.

Benchmark your forecasting practices

• The management method.
• The plan budget process: the 7 key points.

Improve the internal budget procedure

• Shorten the budgetary calendar internally.
• Simplify the analysis mesh.
• Organize management animation.

Integrate action plans into the dashboard

• Performance levers.
• Leading indicators.

Get operational managers on board

• The four stages of an interview.
• Develop a structured argument.

Moving from analysis to decision

• Analyze gaps, alert, react.
• Enrich result forecasts.
• Optimize the written presentation.

Description

The 'real' added value of the management controller is not measured by his ability to feed the reporting and dashboards, but to understand the origins of discrepancies, to propose corrective actions to managers, and to challenge them towards better performance. With this continuing training in management control, the management controller develops his skills to become a 'business partner' with business managers.

Who is this training for ?

Training objectives

• Present analyzes to enrich management dialogue with operational staff
  
• Develop your interpersonal skills in order to increase the impact of your actions and speeches
  
• Lead management meetings and unite around action plans
  

Training program

Before the face-to-face

• A self-diagnosis, a video.

Present the results in order to encourage operational staff to monitor their performance Select useful data and make it more understandable.

• Prepare materials that speak for themselves.
• Adapt the materials to the interlocutors.
• Explain the key indicators and management choices.
• Training: create a synthetic and personalized presentation.

'Know each other' to share financial constraints

• Identify your communicator profile: self-diagnosis.
• Adapt your communication according to your interlocutor.
• Manage objections.

Support operational staff in their action plans

• Understand the professions to better meet expectations.
• Ask the right questions.
• Identify and propose optimization levers.
• Formalize an action plan and follow it.

Lead the performance review to unite around common objectives Gather the key success factors to prepare for the meeting.

• Adopt the right posture: challenge operational staff; get buy-in on the findings; unite around actions.
• Conclude the meeting: convince to act; facilitate the implementation of actions; broadcast a report.
• Training: simulate a performance review.
• To find out more about remote activities To illustrate the contribution of knowledge: a video 'What is the problem ?'.

Description

Budget monitoring is intended to verify that the objectives will be correctly achieved and if this is not the case, to involve those responsible in order to prompt corrective actions. This very operational training day offers a practical methodology that can be used to facilitate budget monitoring in your company.

Who is this training for ?

Training objectives

• Select the discrepancies to present based on context
  
• Identify key messages intended to alert operational staff
  

Training program

Select key points to highlight

• Identify the key figures for the month requiring specific communication.
• Define your communication objective.
• Adapt your message according to your context and your interlocutor.

Analyze and understand the gaps

• Break down the discrepancies in order to get to the root cause.
• Focus on significant discrepancies.
• Alert the managers concerned to

Make the right diagnosis using relevant questions

• Prepare relevant questions in order to identify room for maneuver.
• Practice formulating proposals for corrective actions.
• Validate the proposals with the operational managers.

Anticipate the consequences on reforecasting

• Project recurring deviations.
• Value corrective actions, changes in activity over the remaining months...
• Evaluate the impact on the end of the 'year of identified risks and opportunities.'}

Effectively communicate key messages to operational staff

• Knowing how to convince: the golden rules.
• Use the

Description

Market risks, risks of a political, legal, quality and 'supply chain' nature, dependency rates, purchasing managers become real 'risk managers'. Supplier relationship management is preceded and then accompanied by expert risk management. Beyond the study of financial ratios, very specific analyzes must be implemented by the purchasing function, particularly in an international context of responsible purchasing. This training provides you with the tools to successfully manage purchasing risks.

Who is this training for ?

Training objectives

• Develop proactive risk anticipation and management behavior
  
• broaden the vision of the major risks at each stage of the Purchasing process and the way to deal with them
  
• Implement purchasing risk prevention and management tools
  

Training program

The challenges of supplier risk management

• For the company and the Purchasing function.
• Typical reactions to risk.
• Discover your profile regarding supplier risk management.

Financial issues and risks

• Some fundamentals of financial analysis.
• The dependency rate.
• Simple indicators to follow.
• Vigilance on ' strong signals' and 'weak signals' from suppliers.

Steps of risk analysis

• Risk review: financial, legal, logistical, quality...
• Risk factors.
• Identification with PIFFAT.
• Supplier risk investigation and assessment.
• Risk/impact mapping.
• Risk treatment.
• Definition of priorities.

The choice of tools

• Risk identification tables.
• Risk reduction plan.
• Typology of ad hoc actions.
• Anticipation, coverage and risk transfer.
• Integrate risk indicators into purchasing dashboards.

Risk management

• The steering committee.
• Planned reviews.
• Putting it under control.
• Traceability.
• Real experiences.

Crisis management

• Setting up a crisis unit.
• Example of managing a crisis situation.
• Adapted purchasing communication.
• Effective postures in difficult situations.

Description

It is essential that companies control the costs of their information system and measure the value created. This course will provide you with the elements to understand the techniques useful for evaluating costs and ROI and choose those that best suit your needs.

Who is this training for ?

Training objectives

Training program

Introduction: problems and challenges

• Issues and limits of current models of management control and economic value approach.
• Evolution of management control in IT.
• specificities.
• Role and place of ROI measurement.
• Evaluation of the IT service.
• IT is a cost or value center.
• Cost measurement and models for IS management.
• Focus on the ITIL Delivery service.

Definitions and fundamentals of the field

• Accounting charts.
• Budget process, analytical and general accounting.
• Presentation of the management cycle.
• Major classes of IT costs.
• Methods for measuring gains: NPV, IRR, Payback Period, EVA.
• Difficulties of implementation.
• Recognition and analysis of performance.
• Cost measurement methods.
• Classic approaches: direct, indirect, complete cost.
• The process approach and its variations: ABC, ABM, ABB , TCO.
• Definitions and application examples.
• The value approach.
• The value chain according to Porter.
• Tangible/intangible benefits.
• The context of the IT department.
• Interactions between management control and IS management.
• The levers: approach exogenous and endogenous.
• The approach to designing an IT management control system.

Measuring the contribution of IT

• Business Case, Val IT and Portfolio: tools for managing and measuring ROI on projects
• The Business Case.
• Definition, role, implementation approach implementation of a Business Case.
• IT Val and project portfolio management.
• Selection of projects (metrics and qualification).
• Implementation application of decisions.
• TCO: reflection on IT costs.
• Concepts, issues, limits and calculation of TCO.
• Market benchmarkers.
• Application difficulties.
• Demonstration.
• Example of TCO variation on processes, centers of activity and responsibility, IT budgets and invoicing customer services.

Measure and manage IS performance

• The Balanced ScoredCard.
• Objectives.
• Approach to implementing a BSC.
• Example from Customer, Finance perspectives , Scalability, Efficiency.
• The BSC, an effective communication tool: present the evolution of performance.
• Budget process.
• Budget preparation and monitoring .
• Evaluate the performance of the process.
• Develop clear presentations.
• Invoicing for services.
• Problem.
• Billing models.
• Customer needs.
• Typology of chargeback methods.

Conducting a Master Plan Value Analysis

• Analysis of the causes of discrepancies between the priorities given to projects and their actual priorities.
• The process of selecting and planning a portfolio of projects.

Description

Economic control of IT projects involves an appropriate budget management process. The project is indeed an investment and its components are complex. This course offers participants a summary of what has been learned in this area.

Who is this training for ?

Training objectives

• Know the indicators for measuring the value of a project, TCO, ROI and other measures
• Discover best practices for establishing a project budget and a financing plan
• Break down the project into different costs, from internal and external costs to risk provisions
• Use proven techniques to produce and refine cost estimates
• Set up reporting to monitor consumption compared to the budget and effective alert thresholds

Training program

Valorization of project results

• Value project results: ROI, total system ownership cost (TCO), other available metrics.
• Decisions on the financial objective of the project.

The components of the cost of a project

• Predictable costs: technical, management, support processes.
• The breakdown between internal costs and external purchases.
• The costs of developments: specifications , platforms, external.
• Technical expertise, management, accounting, legal aspects...
• How to take them into account?
• The financial management of uncertainties: risk estimation, calculation of a provision, estimation inaccuracies.

Budget monitoring

• Budget monitoring procedures, roles, tools.
• Monitoring means.
• Alert thresholds and associated decision mechanisms.
• Correspondence between accounting codes and budget codes.
• Reporting standardized by the EVM approach.
• Budget revisions during projects.
• Calculation of remains to be done.
• Projection of monitoring findings onto the project budget "at the end".
• Taking into account developments and structural deviations from forecasts.
• Budget adjustment, priority management.

Description

This practical internship will allow you to understand all the preliminary steps in implementing an EDM or enterprise content management solution. You will learn how to organize and index your documentary content, and identify the types of content you need.

Who is this training for ?

Training objectives

Identify the elements of the documentary analysis
Create a classification plan
Index content
Model document flows
Create content models

Training program

Identify the elements of the documentary analysis

• The life cycle of documents.
• Documentary repositories.
• The analysis file: classification plans, management tables, retention rules.
• Identify the different types of documents.
• The acquisition and use of metadata.
• The main norms and standards useful to the analyst.
• Documentary software.
• Case study Presentation of an analysis file.

Create the filing plan

• The major universal classifications.
• Define the scope of the documentary field.
• Analyze activities and identify relationships between activities and documents according to the ISO standard 26122.
• Adapted design methodology.
• Test and evaluation.
• Software tools to aid creation.
• Work practices Propose the classification plan for a sample of documents.

Index contents

• Indexing rules and methods.
• Choose descriptive metadata for content.
• Define an indexing strategy: authority lists, folksonomies.
• Choose the index organizations to implement: thesauri, taxonomies, categorizations.
• Indexing assistance software.
• Practical work A Using the documentary analysis file, propose an organization to index a sample of documents.

Model document flows

• Identify and represent documentary flows.
• Complete the documentary analysis file: user profiles and workflow matrices.
• Formalize the circulation of documents between users .
• Modeling assistance software.
• Practical work Complete the documentary analysis file to represent the circulation of documents in a validation chain.

Create content templates

• Identify content types.
• Define properties, aspects, and associations.
• Use content models in searching and sorting documents.
• Demo Creating a content model with Drupal and Alfresco.

Finalize the documentary analysis file

• Analyze the quality and relevance of the documentary organization.
• Develop the classification plan.
• Demonstration Implement the documentation file document analysis in a software solution.

Description

This training will provide you with the know-how and interpersonal skills essential to implementing an employee support approach. You will define a concrete action plan for the development of skills within your team, and to create the conditions necessary for its successful realization.

Who is this training for ?

Training objectives

• Establish a climate of trust and use recognition as a motivation tool
• Identify the potential and maturity level of your employees to delegate a mission
• Translate skills development priorities into objectives
• Explain and get everyone to adhere to the objectives
• Develop transfers of skills between team members

Training program

Introduction

• Skills development, a challenge for the company.
• Skills development, a challenge for the manager.
• Practical work Theoretical contributions and exercises in subgroups.

Helping employees progress by working on their behavior

• Listen to your colleagues.
• Establish a climate of trust that encourages dialogue.
• Use recognition as a motivation tool.
• Allow everyone to evolve.
• Support your team by being in their right place.
• Practical workr nRole plays to establish a climate of trust within a team and provide feedback to colleagues.
• Personalized feedback.

Develop the skills of your employees

• Identify the potential and maturity level of your employees.
• The different stages of the professional interview.
• Delegation as a means of developing skills.
• Involve employees in developing their skills.
• Manage difficulties.
• Practical work Scenarios with role plays to help them train in the different stages of the professional interview and practice delegation.
• Personalized feedback.

Anticipate the evolution of skills within a team

• Take a step back from the current functioning of a team or a project.
• Define skills development priorities.
• Translate these priorities into objectives .
• Explain these objectives to employees.
• Make everyone adhere to the objectives.
• Practical work Individual scenarios based on real cases to define priorities for skills development within your team.

Implement a team development plan

• Develop the transfer of skills between team members.
• Develop a situation of interdependence within a team and between teams.
• Motivate your colleagues.
• Develop an action plan for your team.
• Practical workrnSub-group work on good practices.
• Restitution and group discussions.
• Development of the individual action plan, personalization of recommendations.
• E-learning after face-to-facern Choose the skills to develop in your team rn Identify the skills to develop in your teamrn Evaluate an employee's trainingrn Develop skills through trainingrn Develop a training solution adapted to your employee's needsr n Develop skills by delegatingrn Prepare for an interview for a training delegationrn

Description

Talent management in HR aims to ensure the sustainability of the effectiveness of employees in the company by allowing them to find themselves in the situation where they perform best. You will learn the different approaches to objectively assess potential and how to orchestrate their development and retention.

Who is this training for ?

Training objectives

• Identify the issues and new practices around the development of talents and potential
• Provide a method and tools to objectify your decisions
• Prepare the next generation and ensure the growth and sustainability of the company

Training program

Identify the strategic issues of the function

• Know how to anticipate strategic changes.
• Orient HR management towards strategic skills management.
• Position the HR function as a business partner.

Distinguish the concepts associated with the notions of evaluation and potential

• Distinguish the concepts of resources, people and key skills, performance and potential.
• Know the different current practices in terms of identifying potential and talents.
• Practical work Sharing experience and debate on the advantages and disadvantages of different practices.

Know how to identify strategic resources

• Build benchmarks and adapt them based on skills.
• Create a grid for identifying potential, high potential and talent.

Organize the process: transversal management and communication

• Choose the internal communication and mobilization strategy.
• Involve managers in the HR development process.
• Practical work From strategic elements of a company, participants will identify the key resources.

Lead the process: conduct the potential review

• Prepare the animation: who leads, what documents?
• Learn how to conduct a potential review.
• Identify the specific interview methods.

Develop high potentials and attract talent

• Know the specificities of these profiles.
• Distinguish potential from high potential and talent.
• Build individualized career paths.
• Propose managerial follow-up and training plan.
• Capitalize and transfer knowledge.
• Practical work Participants will determine the stages, tools, actors, methods and calendar of a review of potential.

Retain potential and talents

• Give visibility and perspective.
• Choose appropriate remuneration systems.
• Identify the motivations of young people at work.
• Promote diversity, non-discrimination, intergenerational management.
• Practical work Based on a given profile, participants will design ideal career paths.

Description

Taking a step back to decide and manage the performance of his team allows the manager to better manage his stress and find suitable solutions. This training provides proven methods to develop letting go, improve your managerial posture and control professional events.

Who is this training for ?

Training objectives

• Develop a systemic approach to events
• Put the consequences into perspective and be open to opportunities
• Control your attentional abilities and make effective decisions
• Develop a global and participatory vision

Training program

Assess the real level of urgency and importance of activities

• Determine the importance based on the roles and missions in the team.
• Resist the emergency and validate the consequences.
• Define the levels of priority.
• Plan the team's processes and tasks.
• Exercise Professional case study.
• Exercise: personal: building your matrix of Eisenhower.

Detach yourself from the situation using the systemic approach

• Develop a global, long-term vision.
• Identify the key points and the desired result.
• Define the team's operational objectives.
• Exercise Professional case study.
• Group work on prioritizing actions.

Anticipate consequences and encourage innovation

• Define possible scenarios and related threats.
• Build avoidance strategies.
• Identify opportunities and risks.
• Build unifying and motivating objectives taking into account the constraints.
• Review the objectives according to needs.
• Scenario Scenario on operational reframing interview with redefinition of the goals.

Strengthen your attentional skills

• Understand how the attentional system works.
• Learn to alternate focused and diffuse attention.
• Prioritize alerts to manage attentional phases.
• Identify your limits based on personalities.
• Anticipate the team's non-performance factors.
• Scenario Filmed scenario: resist requests and maintain the cap.

Improve your decision making

• Adopt a factual analysis in an uncertain context.
• Understand the decision-making process in an emergency situation.
• Develop collaborative decision-making and involve stakeholders.
• Select the best options and decide in Agile mode.
• Scenario Filmed scenario: decide urgently.

Develop a constructive vision

• Focus the group's attention on implementation.
• Clarify objectives and manage risks.
• Advance problem solving step by step.
• Be focused on "solutions" rather than "risks".
• Put the threats into perspective and accept the tests.
• Scenarior nScenario: manage a project.

Description

This training will allow you to appropriate the relevant management tools for better control of your service business, and to implement appropriate analytical accounting and budgeting techniques.

Who is this training for ?

Training objectives

Know the missions of a service activities management controller
Develop and manage a budget
Implement analytical accounting
Master complete cost calculations
Master the profitability calculations of the activity

Training program

Introduction

• Definition of service company vs.
• industrial company.
• Understand their specificities.
• Legal and tax framework of the company .

Existing information: accounting

• Principles and role of general accounting.
• Understanding the double entry.
• Understanding Jobs and Resources.
• Presentation of the chain accounting: journals, general ledger, balance sheet.
• Overview of a company's accounting.
• Management documents.
• Balance sheet.
• Income statement.
• Exercise: Writings up to the balance sheet.
• Case studies.
• Teamwork.

Analysis of the profitability of the activity and balance sheet balances

• The essential documents and their interpretation.
• Intermediate Management Balances (SIG): Commercial Margin, Value Added, EBITDA, Operating Profit.
• The self-financing capacity (CAF).
• The financing table.
• The ratios (solvency turnover, others).
• The financial balances (FR , WCR, Ratios, financing table).

From general accounting to management accounting

• Understand the productive cycle of the service company: by order, by customer, by periods, etc.
• Determination of the cost object (object of the service).
• Profit center and cost center.
• Turnover allocation and costs.
• Income statement by profit center (events).
• Analytical sections.
• Complete costs.
• Direct costing.
• Fixed and variable costs.
• Break-even point (break-even point).
• Operational leverage effect (ELE).
• Optimization of margins in a competitive situation.
• Case study Case studies on full costs and threshold of profitability.

Budgeting technique in a service company

• Establishment of budgets (turnover, costs, overheads).
• Budget control.
• Analysis of variances.
• Comments, Reporting.
• Corporate treasury.
• Forecasting and control.
• Case study Case studies on budgetary control.

Description

This internship will allow you to know the different methods to control and optimize IT costs in your company. You will see how to implement relevant indicators to measure the performance and return on investment of your information system.

Who is this training for ?

Training objectives

• Understand the objectives of information systems management control
• Know the different methods to control and control IT costs
• Improve investment management and measure return on investment in IT
• Measure the performance and value produced by the IT Department

Training program

Understanding the functions of the IT department

• The scope and main activities of the IT department.
• The different applications and their developments: ERP, business software, Cloud, SaaS.
• The different resources and DSI budgets.
• Practical work Description of the scope of the DSI function in different companies.

Master the fundamentals of IS management control

• Reminders: the basics of management control, the role of the management controller.
• The specificities and challenges of IS management control.
• The levels of maturity of organizations in IT management control.
• Practical work Construction of the different "bricks" of management control.

Control IT costs

• Identify the different IT costs: typology and specificity.
• Manage the different IT products and services: catalog, contractualization, invoicing.
• Manage material and human resources and financial aspects of the IT function.
• Manage assets, contracts and investments.
• Case study Analysis of the cost structure of an IT department.

Know how to manage IT

• Know the different operating modes: cost center, profit center, value center.
• Identify the different management models in shared services: GIE, CSP.
• Choose between outsourcing and internalization.
• Position and link IT management control to other company services.

Implement different management methods

• Cost calculation methods: full costs, ABC/ABM, TDABC, unit cost.
• IT cost benchmark: CIGREF, AFAI.
• Manage and pilot IT activities and projects and organize their budgetary processes.
• Develop an IT department dashboard and use it as a management and reporting tool.
• Exercise: Developing a budget and an IT Balance Scorecard.

Measuring the economic value of IT

• Measure and compare performance: benchmark and best practices.
• Identify the economic value of IS: the ROI of IT projects.
• Case studyr nEvaluation of performance and management of the IS.

Description

Thanks to this training, you will discover how Lean Manufacturing allows you to understand the flow of added value and identify waste. You will thus be able to improve the performance, responsiveness and productivity of the company.

Who is this training for ?

Training objectives

• Identify the company's various wastes and remedy them
• Analyze and optimize production processes using Value Stream Mapping
• Manage teams in a way that involves them in the process
• Improve the performance of your industrial production

Training program

Discover Lean Manufacturing

• Understand the context and history of the Lean Manufacturing approach.
• Understand the principles of Lean Manufacturing.
• Identify the different types of waste.
• Distinguish between Lean Manufacturing indicators (TRS, Takt Time, surfaces, stocks, distances, productivity, OTIF).
• Exchanges Presentation of concepts with exchanges.

Describe and diagnose the production process

• Describe the process with Value Stream Mapping.
• Identify and calculate the added and non-added values ​​of the process.
• Respect the requested delivery pace: calculation of Takt Time.
• Calculate the quality performance of the process.
• Build the objective Value Stream Mapping on the process.
• Formalize an action plan to achieve to the chosen objective.
• Practical work Scenario on a production process: construction of the Value Stream Mapping in a working group.
• Presentation of the results in large format group and debriefing of the speaker.

Working in pull flow: tools to optimize the process

• Implement Just-in-Time with Kanban.
• Optimize the process with TPM: the strong points of TPM, the implementation and the challenges.
• Reduce the time between series with SMED: carrying out the different stages.
• Gaining efficiency with 5S: the advantages, points of vigilance, carrying out the different stages.
• Collective reflection Game of questions on the selection and use of different tools.

Apply and enforce standards

• Maintain 5S results with visual management.
• Use visual management in team leadership.
• Understand the role of Kaizen events.
• Capitalize on good practices.
• Monitor progress through regular daily animation (AIC).
• Practical work Simulation of a meeting AIC in the company: agenda and animation.

Description

This training will give you the keys to implementing effective management control, by selecting the relevant indicators for your establishment. Furthermore, your approach can focus on the developments brought about by the LOLF.

Who is this training for ?

Training objectives

Identify the challenges of management control in public organizations
Design a management control strategy and deploy it in the company
Master the measurement indicators and monitoring of management control
Produce your dashboards and manage performance
Control and monitor the quality of service

Training program

Why management control in the public sector?

• Manage your organization with management control.
• Decline objectives down to the operational level.
• Understand and control costs.
• The notions of indicators and dashboards.
• Links with analytical accounting.

Generalize management control at the state level: LOLF

• The objectives of the LOLF: move from a logic of means to a logic of results.
• Generalize the approach: decline the missions and programs in the services and establishments.
• The tools of the new budgetary process.
• The central role of performance indicators: the different types of objectives and performance indicators.

Set up a CDG development strategy in your administration

• Position management control in relation to other controls exercised on public structures.
• Budgetary and accounting control.
• Financial analysis.
• Internal control and audit.
• Involve all stakeholders in the process: management, management controller, operational staff.

Build and implement your dashboards

• Analyze the organization: missions, public policies, information system, level of management culture.
• Define your precise objectives: presentation of a method illustrated with examples.
• Select relevant indicators: create a sheet to document your indicators.

Sustain and integrate the approach into the culture of your structure

• Adopt an educational and participatory approach.
• Clearly define the scope of your action.
• Set up a steering committee and working groups.
• The need for effective management control.

Description

The training “Monitoring the technical and administrative management of indoor and outdoor swimming pools” offers a complete and practical approach to enable participants to effectively and efficiently manage the swimming pools under their responsibility. The program addresses the technical, regulatory, administrative and human aspects related to swimming pool management.

Who is this training for ?

Training objectives

Acquire an in-depth understanding of the technical aspects related to swimming pool management.
Master the standards and regulations in force.
Develop the administrative skills necessary for effective management.
Ensure the safety of installations and personnel.
Optimize the relationship with users and improve the quality of service.
Be able to implement preventive maintenance procedures.

Training program

Introduction to swimming pool management

• Presentation of the different types of swimming pools (indoor and outdoor).
• Regulatory and normative context.

Technical aspects of swimming pool management

• Water filtration and treatment systems.
• Maintenance of technical equipment.
• Safety of installations.

Administrative and regulatory management

• Mandatory documentation.
• Safety and quality standards.
• Management of authorizations and certifications.

Personnel and human resources management

• Recruitment and training of staff.
• Team organization.
• Scheduling management.

Health and Safety

• Health protocols.
• Management of chemical products.
• Prevention of risks linked to the operation of swimming pools.

Relation client et communication

• User reception.
• Complaints management.
• Internal and external communication.