Part 5: Integrating Enterprise Risk Management and Enterprise Performance Management
by Gary Cokins
Strategic Business Management
- Cover Page
- Title Page
- Copyright Page
- Contents
- Author Biography
- Part 1: Overview of Enterprise Performance Management
- 1: Introduction
- 2: Enterprise Performance Management: Myth or Reality?
- Executive Pain—A Major Force Creating Interest in Performance Management
- What Is EPM?
- Is EPM a New Methodology?
- Clarifying What EPM Is Not
- What Has Caused Interest in EPM?
- The EPM Framework for Value Creation
- The EPM as a Continuous Flow
- A Car Analogy for EPM
- Where Does Managerial Accounting Fit In?
- EPM Unleashes the ROI From Information
- Management’s Quest for a Complete Solution
- Part 2: Managerial Accounting
- 3: Do Accountants Lead or Mislead?
- 4: A Taxonomy of Accounting and Costing Methods
- 5: Managerial Accounting Design Complying with the Causality Principle
- Removing the Blindfold With ABC/M
- Overhead Expenses Are Displacing Direct Expenses
- Impact of Diversity in Products, Service Lines, Channels and Customers
- Growing Discontent With Traditional Calculation of Costs
- Activities Are Expressed With Action Verbs
- Drivers Trigger the Workload Costs
- Strategic Versus Operational ABC/M
- 6: Strategic Cost Management for Product Profitability Analysis
- ABC/M Is a Multi-Level Cost Re-assignment Network
- Drivers: Resource, Cost, Activity and Cost Object Drivers
- Business and Organisational Sustaining Costs
- The Two Views of Costs: The Assignment View Versus the Process View
- How Does Activity-Based Costing Compute Better Accuracies?
- Activity-Based Management Rapid Prototyping: Getting Quick and Accurate Results
- Product Profitability Analysis
- Two Alternative Equations for Costing Activities and Cost Objects
- Part 3: Strategy Management
- Part 4: Planning, Budgeting and Forecasting
- 9: Predictive Accounting and Budgeting with Marginal Expense Analysis
- What Is the Purpose of Management Accounting?
- What Types of Decisions Are Made With Managerial Accounting Information?
- Major Clue: Capacity Only Exists as a Resource
- Predictive Accounting Involves Marginal Expense Calculations
- Decomposing the Information Flows Figure
- Framework to Compare and Contrast Expense Estimating Methods
- Predictive Costing Is Modelling
- Debates About Costing Methods
- 10: What’s Broken About Budgeting?
- 11: Put Your Money where Your Strategy Is
- A Budgeting Problem
- Value Is Created From Projects and Initiatives, Not Strategic Objectives
- Driver-Based Resource Capacity and Spending Planning
- Including Risk Mitigation With a Risk Assessment Grid
- Four Types of Budget Spending: Operational, Capital, Strategic and Risk
- From a Static Annual Budget to Rolling Financial Forecasts
- Managing Strategy Is Learnable
- 9: Predictive Accounting and Budgeting with Marginal Expense Analysis
- Part 5: Integrating Enterprise Risk Management and Enterprise Performance Management
- Part 6: Business Analytics for Accounting and Finance
- 13: What Will be The Next New Management Breakthrough?
- 14: How Do Business Intelligence, Business Analytics and Enterprise Performance Management Fit Together?
- 15: CFO Trends with Analytics
- Analytics as the Only Sustainable Competitive Advantage
- Resistance to Change and Presumptions of Existing Capabilities
- Evidence of Deficient Use of Business Analytics in Finance and Accounting
- Sobering Indication of the Advances Still Needed by the CFO Function
- Moving From Aspirations to Practice With Analytics
- Moving From Possibilities to Probabilities With Analytics
- Fill in the Blanks: Which X Is Most Likely to Y?
- The CFO Function Needs to Push the Envelope
- Part 7: How to Begin Implementing Enterprise Performance Management
Part 5
INTEGRATING ENTERPRISE RISK MANAGEMENT AND ENTERPRISE PERFORMANCE MANAGEMENT
‘No facts that are in themselves complex can be represented in fewer elements than they naturally possess. While it is not denied that many exceedingly complex methods are in use that yield no good results, it must still be recognized that there is a minimum of simplicity that cannot be further reduced without destroying the value of the whole fabric. The snare of the "simple system" is responsible for more inefficiency ... than is generally recognized.’
—Alexander H. Church ‘Organization by Production Factors,’ 1910
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