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CPA BEC 1 > BEC 6 - Planning, Control, Analysis, & Risk Management > Flashcards

BEC 6 - Planning, Control, Analysis, & Risk Management Flashcards

1
Q

Strategic Planning

A

Setting long term overall goals and policies which help guide the overall goals and policies

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2
Q

Tactical Planning

A

short term objectives and temporary techniques

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3
Q

Strategic Plannings Steps

A
  1. Mission Statement 2. ID Goals and Objectives 3. Performance Measures 4. Tactics
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4
Q

Master Budget

A

a static budget for the company as a whole to summarize individual budgets 2 Major Budgets: 1. Operating Budget 2. Financing Budget

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5
Q

Operating Budget

A

projected income statement with various supporting schedules

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6
Q

Financing Budget

A

projected CAPITAL budget, CASH budget, Balance Sheet, & Statement of Cash Flows - usually for 1 year but could be a rolling budget as well

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7
Q

Static Budget

A

serve to analyze conditions for a SPECIFIC LEVEL of activity - do not change each time some volume changes - set up for extended period of time

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8
Q

Kaizen Budgeting

A
  • managers make cost projections that incorporate their expectations for future improvements - if those improvements are not met, budget (goals) cannot be met
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9
Q

Kaizen Approach

A

focus on continually identifying and implementing small improvements, instead of focusing on major breakthroughs or large structural changes “anti-hollistic”

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10
Q

Preparing A Master Budget Steps

A
  1. Estimate Sales Volume 2. Estimate Revenues (based on Sales Volume) 3. Estimate Collections (based on Revenues) 4. Estimate COGS based on # of units sold 5. Estimate # of units to be manufactured (based on finished goods inventory, budgeted ending inventory, & COGS) 6. Estimate Material Needs, Labor costs, & OH costs (based on #5) 7. Budget Purchases (based on material needs, current raw materials inventory, & budgeted ending inventory) 8. Estimate Payments (based on purchase terms) 9. Analyze expense & payment patterns to complete operating and CF budgets
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11
Q

Budgeting Material Purchases & Payments (STEPS)

A
  1. Units to be Manufactured 2. Units of Raw Material required for Production 3. Budgeted Raw Materials Purchases 4. Budgeted Payments for Raw Materials
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12
Q

Units to Be Manufactured Formula

A

B: Units Sold A: +Budgeted Increase in Finished Goods S: - Budgeted Decrease in Fin. Goods E: = Units to be Manufactured (1)

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13
Q

Units of Raw Material required for Production Formula

A

Units to be Manufactured x Units of RM per unit of Fin. Goods = Units of RM required for Production (2)

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14
Q

Budgeted Raw Material Purchases Formula

A

B: Units of RM required for Production A: +Budgeted Increase in RM S: - E: = Budgeted RM Purchases (3)

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15
Q

Budgeted Payments for Raw Material Formula

A

B: Budgeted RM Purchases A: +Budgeted DECREASE in AP S: - E: = Budgeted Payments for RM (4)

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16
Q

Production Budget Formula

A

S: Budgeted Sales E: + Desired End. Inventory of Finished Goods = Total Needs B: - A: = # of Units to be Produced

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17
Q

Order of Budget Preparation

A
  1. Sales Budget 2. Production Budget 3. Direct/Raw Materials Purchases Budget 4. Cash Disbursement Budget
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18
Q

Flexible Budgeting

A

may be adjusted for changes in VOLUMES - use direct costing method

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19
Q

“b” Variable in Flexible Costing

A

Variable Costs / Sales = Variable Rate

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20
Q

Advantage of Flexible Budgeting

A

Can readily adapt to changes in VC that result from changes in Sales Level (independent variable)

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21
Q

Correlation Coefficient (“p” or Rho)

A
  • closer to -1 or +1 is a stronger relationship - +1 = Direct Relationship (upwards slope) - 0 = No Relationship - -1 = Indirect Relationship
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22
Q

Regression Analysis

A
  • provides streamlined approach to test which independent variable is the best predictor (or more) for 1 dependent variable
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23
Q

What are 3 measures to compare model specifications in Regression Analysis?

A
  • Coefficient of Determination (R2) - F-statistic - t-statistic
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24
Q

Coefficient of Determination

A
  • goodness of fit - “R2” - the percentage of variation in the dependent variable explained by the variation in the independent variable - commonly expressed with values ranging between (0-1)
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25
Q

F-statistic

A

measure of statistical significance (relevant) of the model specification

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26
Q

“p” value attached to a F-stat

A

the probability that the overall predicted predicted relationship occurred by chance

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27
Q

T-statistics

A

with attached p-value for each independent variable, indicates their individual statistical significance (or relevance) in predicting the dependent variable p-value

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28
Q

P Values Range

A

< 0.01 ———– VERY RELIABLE 0.01 – 0.05 —- Reliable 0.05 - 0.10 —– Borderline Reliable >.10 ————- Not Reliable

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29
Q

Responsibility Accounting

A
  • used to decrease defective units & increase efficiency in manufacturing & decrease costs - seek to ID which parties are responsible and seek to evaluate performance - ID cost drivers as accurately as possible (ABC)
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30
Q

Investment Center

A

responsible for all REVENUES, COSTS, & CAPITAL INVESTMENTS from each center

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31
Q

When should managers not be held responsible for costs?

A

for costs that the manager cannot affect - costs allocated to that dept. but have been incurred/directed by another level/other decisions - if the managers own salary is determined by someone other than the manager

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32
Q

Activity Based Costing (ABC)

A
  • seeks to group together costs that are affected by common factors (cost driver or allocation base) - segregate mfg overhead into numerous cost pools with common elements that will result in a increase in the costs included in that pool - Costs classified as either “value-adding” or “non-value adding”
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33
Q

Value-Adding Costs

A

those that actually make the product itself or make it better for customers - customers perceive as increasing the worth of a product or service which they would pay more

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34
Q

Non-Value Adding Costs

A
  • costs that increase the cost of a product but that customers do no specifically value - ie: moving/handling/storage of raw materials, factory utilities, depreciation of mfg equipment
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35
Q

Service Department Costs

A

Allocation of OH costs incurred by service departments to the appropriate prediction (or mfg) department 1. Direct Allocation Method 2. Step Allocation Method

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36
Q

Direct Allocation Method

A

firm allocates costs from each service department directly to & only to the production departments

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37
Q

Step Allocation Method

A

firm allocates costs from a service department to BOTH: A. Production departments B. “Temporarily or as a Step” to the other service departments (ranked from most performance to least performance) Process is repeated until the costs of all service departments have been allocated to production departments

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38
Q

Econometric Models

A
  • company data & industry/economy-wide data for regressional analysis
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39
Q

Time Series Analysis

A

focuses on analyzing & forecasting data for a single firm over time

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40
Q

Total Return Formula

A

Distribution Rate + Growth Rate

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41
Q

Gordon Growth Model

A

(Next Dividend / Market Price) + Growth% = Dividend Yield Plus Growth

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42
Q

Portfolio Expected Return

A

WTD AVG of the expected return of the individual investments

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43
Q

Arithmetic (Simple) Average Rate of Return

A

Adds the returns of several period & divides by the # of periods

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44
Q

Geometric Average Return Rate

A
  • single annual compound rate of return required to turn the initial value of investment into the final value of investment of the # of periods intervening - less than Arithmetic Average EXCEPT when all single period rates are identical
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45
Q

How to Calculate Standard Deviation

A
  1. Determine the Arithmetic Average Return 2. Calculate the difference from the average for each individual period 3. Square those differences 4. Determine the average of the squared values 5. Calculate the Square Root of this average
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46
Q

Standard Deviation measures

A

the volatility of an investment (risk)

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47
Q

Risk Averse

A
  • demand higher expected returns from investments with higher SD - demand lower expected returns from investments with lower SD
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48
Q

Coefficient of Variation

A
  • seeks to address shortcoming of SD’s & provide a measure of relative risk that readily comparable across investments of different size
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49
Q

Coefficient of Variation (CV) Calculation

A

SD / Average Expected Return

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50
Q

Modern Portfolio Theory (MPT)

A
  • SD of a Portfolio < SD of the individual investments - since prices of various investments do NOT move up & down at the same time -1951 Henry Markowtiz
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51
Q

Covariance Matrix

A

measure of the degree of to which 2 or more investments move together +1 (Direct Relationship) -1 (Indirect Relationship) - interpretation is not straightforward so investors often use correlation coefficients (only 2 at a time)

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52
Q

When Covariance Matrix is <1.0

A

SD of Portfolio < The AVG of the SD of the individual investments

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53
Q

How do you largely eliminate unsystematic risk?

A

combining investments with low covariances

54
Q

Mean Variance Optimization

A

combining expected returns of various investments and their covariances with each other

55
Q

Efficient Portfolio

A

combining investments that will have highest possible expected returns & lowest level of volatility

56
Q

Efficient Frontier

A

plots the combinations of assets that yielded the most efficient portfolios at various levels of risk

57
Q

Beta Risk

A

measure of investments’ systematic risk - developed by William Sharpe

58
Q

Alpha (CAPM)

A

degree a portfolio does better or worse then the returns predicted by the Beta - also considered to be a measure of the degree of success or failure of the individual portfolio manager

59
Q

CAPM implies

A

asset allocation of a portfolio is overwhelmingly the most important factor in determining the return an investor can expect - also higher Betas = higher expected returns to compensate for extra volatility

60
Q

Efficient Market Hypothesis (EMH)

A

individuals cannot outperform market averages over long periods of time EXCEPT by luck (individual variations from an alpha = 0) - led to the development of index funds

61
Q

Behavioral Finance Theory

A

consistent bias by the market participants that may be occasionally exploited to gain higher than average returns by those who resist those biases

62
Q

Secular Bull Market

A

Multi-year periods of sustained price growth (even in bear markets are included)

63
Q

Secular Bear Market

A

Multi-year periods WITHOUT sustained price growth (even if bull markets are included)

64
Q

Sector Risk

A

fraction of a borrower’s credit risk associated with being in its industry

65
Q

Interest Rate Risk

A

risk that rising interest rates will depress the resale value of pre-existing bonds or loans

66
Q

Yield Curve

A

represents US Treasury interest rates in the y-axis & terms (or maturities) in the x-axis

67
Q

Normal Yield Curve

A

interest rates are higher for longer terms (liquidity preference theory) - usually during expansionary periods

68
Q

Liquidity Preference Theory

A

interest rates higher for longer terms due to more risk

69
Q

Inverted Yield Curve

A

interest rates are lower for longer terms (expectations theory)

70
Q

Expectations theory

A

long term interest rates reflect future expected short term interest rates Reflects investors’ expectations of upcoming declines in economy-wide interest rates (usually due to falling inflation rates and/or worsening economy wide conditions)

71
Q

Flat Yield Curve

A

interest rates are similar across terms (market segmentation theory) - neutral monetary policy periods

72
Q

Market Segmentation Theory

A

some participants in bond and loans markets focus on lending at different terms

73
Q

Borrowers using mostly Short Term (Variable Rate) Debt

A
  • more liquidity risk - more earnings volatility - may be charged higher interest rates by lenders
74
Q

Borrowers using mostly Long Term (Fixed Rate) Debt

A

forgo benefits of falling interest rates (should they fall)

75
Q

Key Tasks in a Project

A

setting budgets Defining goals and objectives Monitoring the project’s progress

76
Q

4 Basic Elements that a Project Manager must manage to be effective

A
  1. Resources 2. Time 3. Money 4. Scope
77
Q

5 Processes of Project Management

A
  1. Project Initiation 2. Project Planning 3. Execution 4. Monitoring & Control 5. Closure
78
Q

Project Initiation

A

1st process of PM - most promising project selected - ID goals - Mgmt approval - PM selection (project charter too)

79
Q

Project Planning

A

2nd process of PM - determine what tasks to carry out, by whom, & by what dates - Quantity/Quality parameters - Budgeting resources - possible risks and responses - Statement of Work (Document) - Life Cycle Approach - Methods to Plan and control projects

80
Q

Statement of Work (SOW)

A
  • part of the Project Planning process in Project Management - narrative form that the work is to be carried out - Project Specifications (resources) - Milestone Schedule (timeline) - Work Breakdown (WBS)
81
Q

Life Cycle Approach

A
  • part of the Project Planning process in Project Management - planning split into separate stages - at the end of each stage, decide whether to launch next stage
82
Q

Methods to Plan and Control Projects

A
  • part of the Project Planning process in Project Management - Milestone Charts - Gantt Charts - Network Diagrams - PERT (Program Eval. & Review Techniques) - CPM (Critical Path Method) - GERT (Graphical Evaluation & Review Techniques) - ABC Analysis - Project Crashing - Risk Management
83
Q

PERT – Program Evaluation and Review Techniques

A
  • used to schedule and control - emphasize that tasks are often interdependent - seeks to ID critical path (shortest time to finish) - 3 time estimates (optimistic, most likely, & pessimistic) - Slack Time
84
Q

CPM – Critical Path Method

A
  • only one time estimate (normal time to finish) - used when times to completion are easier to forecast - similar to PERT
85
Q

GERT – Graphical Evaluation & Review Techniques

A
  • readily permits tasks to be looped OR to branch out if appropriate - used with projects where many approaches may be used to accomplish tasks & when approach followed changed during project
86
Q

ABC Analysis

A

Scheduling Method A – Urgent & Important B – Important but NOT Urgent C – Neither important nor urgent

87
Q

Project Crashing

A

adding more resources than usual to a task to speed it up on project’s critical path - tasks have a normal time and a crash time

88
Q

How to Manage Risks in Project Management

A
  1. ID Possible Risk 2. Quantify those Risks 3. Prioritize risks from most to least important 4. Develop in advance – sets of possible responses *use controls (to reduce) OR enter into contracts
89
Q

Project Execution

A

3rd process in PM Managers: 1. Secure ongoing resources & cooperation 2. Direct activities to be performed 3. Manage personnel for efficiency Problems 1. Organizational Uncertainty (PM vs Permanent Managers) 2. Uncommon Decision Making Conditions 3. Poor Support from Management (delay or reject)

90
Q

Project Monitoring & Control

A

4th process in PM 1. Progress performance 2. Actual vs Predicted (+ Analysis) 3. Adjust the project as needed to improve it

91
Q

Project Closure

A

5th process in PM 1. establish all tasks have been completed 2. completion of the contract, paperwork, & all project-related financial expenses

92
Q

3 Characteristic of Derivatives

A

NUNS N – No net investment UN – Underlying and a Notional Amount S – net Settlement

93
Q

2 Purposes of Derivatives

A

Speculative & Hedging

94
Q

Business Risks associated with use of derivatives

A
  1. Credit risk 2. Market risk 3. Legal risk (void/alter) 4. Basis Risk (ineffective portion)
95
Q

Uses of derivatives to hedge

A
  1. Fair Value Hedge 2. Cash Flow Hedge (ineffective portion to I/S) 3. Foreign Currency Hedge
96
Q

Balanced Scorecard

A

ensure following/implementing mission and strategic plans 1. Financial Perspectives 2. Customer Perspectives 3. Internal Business Process Perspectives (variances, defects, time) 4. Learning and Growth Perspectives

97
Q

Learning and Growth Perspectives

A
  • seek to ensure the key drivers of organization LT ability to carry out their mission are not neglected in pursuit of ST objectives - track employee satisfaction, training, & advancement
98
Q

What do balanced scorecards commonly include?

A
  1. Strategic Objectives 2. Performance Measures (quantitative) 3. Baseline Performance (how well) 4. Targets (for improvement) 5. Strategic Initiatives (changes needed to achieve)
99
Q

Performance Drivers

A

Cause and Effect LEADING indicators

100
Q

Outcome Performance Measures

A

cause and effect LAGGING indicators

101
Q

Sunk Costs

A

current costs associated with past decisions that are largely UNAVOIDABLE (therefore largely IRRELEVANT to such analysis)

102
Q

Strategy Maps

A

diagrams to help ID cause and effect relationship

103
Q

Decision Trees

A

graphical aids to highlight the chains of decisions - will or will not happen

104
Q

Value Based Management (VBM)

A
  • financial scorecard to ID the EVA (economic value added) that different activities contribute - ID each activity’s financial value to the firm - if misapplied, may lead to failure of linking activities that lead to value creation
105
Q

Value Chain

A

sequence of business processes through which a product or service becomes more valuable or useful

106
Q

Real options techniques

A

treat each business investment decision as the purchase of a series of options to be exercised as the project evolves - value of these options is not reflected when the mangers focus solely on expected cash flows

107
Q

Common Types of Benchmarking

A
  1. Internal 2. Competitive (Cross-Sectional, Time-Series, Panel Data) 3. Industry (1 vs industry) 4. Generic (1 vs. all) More relevant to the more alike that the firms compare are
108
Q

Internal Benchmarking

A

subdivision within firm to carry out 1 task

109
Q

Competitive Benchmarking

A

relative to its most direct competitors

110
Q

Cross Sectional Analysis

A

explore data from 1 time period for multiple firms

111
Q

Panel Data Analysis

A

explore data from multiple firms over time

112
Q

International Organization of Standards (ISO) 9000 Series

A

focusing non the quality of products and services provided by firms 5 parts (9000-9004)

113
Q

ISO 14000 Series

A

focuses on the environmental goals

114
Q

Pareto Principle

A

80% of quality problems result form only 20% of the possible causes - firms should focus on the most important causes and only address later the less important causes

115
Q

Six Sigma Quality

A
  • statistical measure of the percentage of products that are in acceptable form based on SD measures 1 Sigma: 68% of products must be acceptabel 6 sigma: 99.999997% must be acceptable (3.4 defective units in 1 Million)
116
Q

Theory of Constraints (TOC)

A

applied to maximize operating income and overcome bottlenecks in operations 1. Bottleneck (throughput contribution, investment, operating costs)

117
Q

Bottleneck Resource

A

Demand > Resource Capacity

118
Q

Non-Bottleneck Resource

A

Resource Capacity > Demand

119
Q

Throughput contribution

A

MAXIMIZE Revenues – DM COGS

120
Q

Investment

A

MINIMIZE Cost of Materials + WIP + Inventories; R&D Expenses; & Upfront Expense on equipment and buildings

121
Q

Operating Costs

A

MINIMIZE employee compensation + rents paid + utilities + depreciation

122
Q

Cost of Quality Philosophy

A

prevention is cheaper than failure

123
Q

4 Different Stages of Cost of Quality

A
  1. Prevention Costs 2. Appraisal (or Detection) Costs (in production) 3. Internal Failure Costs (after production/before shipped) 4. External Failure Costs (after shipped)
124
Q

Conformance Costs

A

Quality Control costs Prevention + Appraisal

125
Q

Non-conformance Costs

A

Quality Control FAILURE costs Internal + External

126
Q

Business Process Management (BPM)

A
  • align all aspects of an org with wants/needs of its clients - AKA Process Optimization Process - promotes effectiveness/efficiency while striving for innovation (understood, managed, & improved) - recognize the processes that have HUMAN & TECH aspects
127
Q

Process Optimization Process

A

Business Process Management

128
Q

Life Cycle of Business Process Management (BPM)

A
  1. Design – ID & Design 2. Modeling - “what if” scenarios before production 3. Execution – installed & trained 4. Monitoring – test & yield data 5. Optimization – data analysis and ID means for improvement / redesign
129
Q

Risk of Outsourcing or Offshoring

A
  1. Quality Risk 2. Language Risk 3. Information Security Risk 4. Intellectual Property Risk 5. Public Opinion Risk 6. Social Responsibility Risk
130
Q

Redesign

A

on going process Change means new benefits, new risks, & eventual need for new redesigns

CPA BEC 1 (16 decks)

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