By David Parmenter New planning tools are being built all the time and this table, on Exhibit 5.4, is certainly out of date at the time of you reading it.  The table is not intended to be a comprehensive list as this would be a paper in itself.  The following “search strings” will help unearth…

Continue Reading

By David Parmenter Excel has no place in a modern organisation in the following areas: The need for more robust systems in finance teams, particularly forecasting tools are further explored in  three toolkits (Whitepaper + e-templates). These toolkits are on sale (over 40% discount). How to Implement a Forecasting and Planning Tool – and get it right first…

Continue Reading

By David Parmenter There are many reasons why your annual planning in your organization is not working. One main factor is a lack of understanding of the myths surrounding annual planning. Just like six centuries ago we are blind to the realities that are there to see on closer observation. We have for centuries blindly…

Continue Reading

By David Parmenter Forecasting requires a good robust tool not a spreadsheet, built by some innovative accountant, which now no one can understand.  Often the main hurdle is the finance team’s reluctance to divorce itself from Excel. It has been a long and comfortable marriage albeit one that has limited the finance team’s performance. Why…

Continue Reading

By David Parmenter These templates are discussed in great length in my implementation guide How to Implement Quarterly Rolling Forecasting and Quarterly Rolling Planning – and get it right first time // implementation guide(Whitepaper + e-templates) You can have a look inside the implementation guide For more details access my implementation guide that currently is on sale: These…

Continue Reading

By David Parmenter “The basic building block of any forecast is the sales or income line. Most other variables are related to sales. But obtaining an unbiased sales forecast is no easy task. A well-prepared sales forecast should take account of marketing and promotion and new product launches. It should consider market share, production capacity,…

Continue Reading

By David Parmenter Quarterly rolling forecasting is a process that will revolutionize any organization, whether public or private sector. It removes the major problems that are associated with annual planning including: There are a number of QRF foundation stones that need to be laid down and never undermined.  You need to ensure all the construction…

Continue Reading

By David Parmenter These lessons have come from my implementation guide (Whitepaper + e-templates) “How to Implement Quarterly Rolling Forecasting and Quarterly Rolling Planning – and get it right first time” I have come across a number of examples where companies have had to rebuild the forecasting model within 18 months of its commissioning, as…

Continue Reading

By David Parmenter 1. Gather success factor wording used in the past The KPI team needs to review the strategic documents in their organisation covering the past 10 years, then extract and develop success factors from these documents. You may find an old strategic document written by an executive, long since moved on, which could…

Continue Reading

By David Parmenter The “sphere of influence” process is a derivative of the BSC cause-and-effect and is a faster process. The aim of the “sphere of influence” process is to understand and document relationships between success factors e.g., late planes will lead to a loss of customers (both key and non-key customers), late maintenance, low…

Continue Reading