Bank Cost And Budgetary Control

HRODC Postgraduate Training Institute
In Central London (England), Abu Dhabi, United Arab Emirates (United Arab Emirates), Abuja, Nigeria (Nigeria) and 47 other venues

£ 8,000 - (Rs 6,56,705)

Important information


Suitable for: This course is designed for: Cost and Management Accountants, Cost Analysts, Senior Managers who supervise people with direct financial responsibilities, Financial and Budget Controllers who are moving to wider responsibilities,

Important information

Requirements: Degree or Work Experience


Where and when

Starts Location
Abu Dhabi, United Arab Emirates
Khalifa Street, 44486, Abu Dhabi, United Arab Emirates
See map
Abuja, Nigeria
Cadastral Zone A0, Central Business District, Abuja, 7069, Nigeria, Nigeria
Addis Ababa, Ethiopia
Kirkos Subcity Kebele, 21555, Ethiopia, Ethiopia
See map
Algiers, Algeria
Pins Maritimes, 16000, Algeria, Algeria
See map
Algiers, Algeria
Rue Hassiba Benbouali, 16015, Algeria, Algeria
See map
Amman, Jordan
Bin Ali Street, 11118, Jordan, Jordan
See map
See all (50)

What you'll learn on the course

Financial Risk
Cost Control
Risk Management
Accounting MBA
IT risk
Management of Risk
Financial Training
IT Management
Cost Management
Costing Approaches

Course programme

Course Contents:

Day 1 - Cost management and Strategy; with a Review of Key Cost Concepts

  • The use of cost management information
  • The issue of “costing”
  • Creating cost-aware organizations
  • Review of some key cost concepts
  • Product vs. Period costs
  • Direct and Indirect Costs
  • Cost behaviour: Fixed and Variable Costs
  • Problems and Examples

Day 2 - Different Approaches to Costing

  • Absorption (Full) vs. Variable costing
  • Under-costing and over-costing: the consequences for profitability
  • How to refine a costing system?
  • Activity-based costing (ABC) and cost-management
  • Cost hierarchy & Cost drivers
  • Linking resources, activities and management
  • Introducing Activity-based management (ABM)
  • Linkages between ABM and ABC – monitoring
  • Value creation
  • Problems, Case Study and Examples

Day 3 - Different Approached to Budgeting

  • Fixed and flexed budget (static and flexible budget)
  • Rolling budget
  • Zero based budgeting
  • Activity based budgeting
  • Master budget
  • From costing to budget: interpreting variances (variance analysis)
  • Integrate continuous improvement into variance analysis.
  • Innovative Budgeting in Credit Crunch and Economic Recession
  • Problems, Case Study and Exercises

Day 4 - Cost Planning and Pricing Decisions: Life-Cycle-Costing, Target Costing and Target Pricing

  • Linking process development to costing
  • Target costing, target pricing and its implications
  • The three major influences on pricing decisions
  • Distinguish between cost incurrence and locked-in costs
  • Cost plus approach to pricing
  • Life cycle product budgeting and costing to assist in pricing decision
  • Problems, Case study and Examples

Day 5 - Control Systems and Performance Measurement

  • Financial and non-financial measures of performance
  • Design an accounting-based performance measure
  • Understand ROI, RI and EVA
  • Strategic performance measurement: Balanced scorecard
  • New role for managers and management accountants in designing incentive systems
  • Case, problems and Examples

Day 6 - Bank’s Departmental Control

  • Daily Cost Control of Debit and Credits
  • Original Entry Ticket – Departmental Proof Sheet
  • Original Entry Journal
  • The Ledger
  • The Daily Balance Book
  • The Daily Condition Book/ Sheet
  • Departmental Journal or Blotter

Day 7 - Bank’s Permanent Cost Control of Resources and Liabilities

  • The importance of Resource Items, incorporating departmental records, in cost control: viz.
  • Records of loans and discount transactions
  • Record of Securities Owned
  • Record of accounts maintained with other banks
  • The importance of Liability Items, incorporating departmental records, in Cost Control: viz.
  • Record of Deposit Liability
  • Record of Income and Expenses
  • Record of Capital Stock

Day 8A - Bank’s Advanced Accounting and Budgeting

  • Basil Capital Accord (Basil II)and Capital Budgeting
  • Relationship between Basil ll and International Accounting Standards (IAS)
  • UK banks trim tech spending: A Case Study Report
  • The Use of SAP in the Banking Industry
  • Day 8B - Introduction to Financial Risk Management
  • Risk: A Working Hypothesis
  • Defining Risk – Generally
  • Financial Risk: A Plausible Definition
  • Financial Risk in an Organisational Setting
  • Financial Risk and ‘Market Dynamics’
  • Liquidity Risk
  • Operating Risk
  • Fraud Risk
  • Settlement Risk
  • Corporate Strategy and Risk Management

Day 9 - Introduction to Financial Risk Management

  • Financial Risk Settings: A Meta-Analytical Exploration
  • Risk in Financial Institutions
  • Banking Risk
  • Risk and the Currency Market
  • Risk and the Equity Market
  • Futures Market Risk
  • Derivatives - The Financial Futures Markets
  • Interbank Lending and the Element of Trust
  • Analysing the 2008 Credit Crunch
  • Stop Loss Mechanism as a Cost Control and Risk Management Measure

Day 10 - Risk Budgeting in Financial Institutions

  • Risk Budgeting: The Next Step of the Risk Management
  • Risk Budgeting Journey - The Veteran's Prospective
  • Crisis and Risk Management
  • Risk Budgeting: Managing Active Risk at the Total Fund Level
  • The Dangers of Historical Hedge Fund Data
  • Value-at-Risk for Asset Managers
  • Risk Budgeting fore Pension Funds and Investment
  • Managers using VAR
  • Risk Budgeting for Active Investment Managers
  • Risk Obsession: Does it Lead to Risk Aversion?
  • Market Neutral and Hedged Strategies
  • The Infrastructure Challenge: Empowering the Stakeholder through the Successful Deployment of Technology and Data

Additional information

Bank Cost And Budgetary Control - Leading to Diploma-postgraduate, Accumulating to Postgraduate Diploma, Progressing to Ma, Mba, Msc (london, Uk)