Business Finance Course

The requirements engineering certification is a key requirement for the following jobs:

• Business Analysts
• Requirements Engineers
• Project Managers
• Business Change Managers
• People who want to learn business process modelling

• Finance in the project lifecycle
• Developing the business case
• Constructing the financial case
• Budgets and budgeting
• Costs and cost behaviour
• Evaluating supplier financial stability
• Financing service delivery

This course is likely to add to the employment-related skills of the participants. The skills developed are likely to be used in the course of being an employee or working in a business.

Following people can attend Requirements Engineering training

• Business Analysis Graduates
• Business Analysts
• Business Managers
• Business Change Managers
• Requirement Engineers
• People aspiring to become Business Analysts or Requirement Engineers

• The project lifecycle – a financial perspective
• The purpose of business: trading status, sources of finance and financial vocabulary
• The statement of financial position (balance sheet)
• The effect of transactions and adjustments on the financial position (balance sheet)
• The income statement (profit and loss account)
• Published regulatory accounts
• Statement of cash flows
• The distinction between cash and profit
• Cash flow forecasting
• The business case in the business change lifecycle
• The contents of a business case
• Options in a business case; benefits, costs, risks and impacts
• Costs and benefits to include in the business case
• Costs and benefits to include in the financial case
• Cash flow and payback for a project
• Payback and risk
• Advantages and disadvantages of payback as a method of investment appraisal
• The cost of capital
• The weighted average cost of capital
• The concept and calculation of present values
• Calculating and interpreting Net Present Value (NPV) of a project
• Calculating and interpreting the Internal Rate of Return (IRR) of a project
• NPV, IRR, systematic risk and project risk
• Return on investment (ROI)
• ROI and risk
• Shareholder value added (SVA)
• Comparing Payback, NPV, IRR, ROI and SVA
• Budgeting, long-term plans and corporate objectives
• The characteristics, purpose and uses of budgeting
• Cost centres, profit centres and charge-out
• Responsibility accounting
• Capital and revenue expenditure
• Actual versus budget
• Flexing the budget
• Making budgetary control effective
• Behavioural aspects of budgetary control
• Fixed and variable costs
• Contribution
• Breakeven analysis
• Margin of safety
• Price/volume calculations and charts
• Weaknesses of breakeven analysis
• Marginal analysis: outsourcing, a make or buy decision
• The principles of full costing
• Direct and indirect costs
• Assigning overhead costs
• Job costing
• Business process costing
• The principles of activity-based costing
• Financial analysis and the calculation of ratios
• Calculating and interpreting profitability ratios (gross margin, operating margin, return on capital employed (ROCE))
• Calculating and interpreting activity (capital productivity) ratios; Capital activity (asset turnover), inventory turnover, receivable days, payable days
• The relationship between primary and secondary ratios
• Calculating and interpreting liquidity ratios; current ratio, acid test ratio
• Calculating and interpreting gearing ratios; gearing (debt/equity) ratio, interest cover ratio
• Calculating and interpreting other ratios; dividend yield, price/earnings
• The principles of shareholder value added (SVA) and Economic Value Added (EVA)
• The limitations of ratio analysis
• Depreciation of assets: straight-line and reducing balance
• Depreciation of assets: disposal and upgrade issues
• Financing investments: the relationship between financing and leasing
• Financing investments: the distinction between finance and operating leases
• Financing investments: end of lease issues and ownerships
• Outsourcing: financial characteristics
• Outsourcing: building an outsourcing financial case