If you post this question to a non-finance charge, it would most likely say yes without hesitation. The most common argument is that “it is not a finance guy and not good with numbers.”

However, if you ask the same question about a financial manager as he would have said probably not. His argument that the respective supervisors, which are directly linked to financial transactions, is better placed to provide an accurate budget for their areas.

Management perspective are two reasons valid. These things and the causes of difficult decisions very difficult.

In my many years of experience in the preparation of budgets, is the best way to prepare budgets, to achieve both financial and non-finance managers and work together to produce a budget that is close to reality.

The reason for this is simple and there are so many good benefits from this kind of budget preparation will be required. Some of the benefits are good:

1st Non-financial staff who are directly in financial transactions be better prepared in their fields of budget, compared to a CFO who is not his.

2nd Non-financial personnel will gather knowledge of finance and skills in the budgeting process for the preparation of the budget. History shows that the knowledge and skills to non-official financing may be more competent in their work.

3rd Problematic operational issues are easier to solve when they are translated into numbers. You would be able to make a better decision by making the numbers. This is especially true when it comes to high costs, such as software, hardware, equipment, vehicles, etc.

4th It saves time when both financial and non-finance staff working together, not two of them to work individually and separately.

The automation of the management of operating expenses has two very important aspects of the process that do the workers to the aspirations and activities required of the accounting staff to a particular application that the company should be treated is completed financial system implies. These two aspects may seem simple and not responsible for many ministries, but in a thorough review of the cumulative cost in terms of time and other factors can affect the financial aspect of the transaction are actually considered more generally.

In general, the manual process involves several steps in which the employee completes a claim that may be on paper or spreadsheets, which are applicable to invoices or receipts, before acceding to the manager for approval and authorization. After approval of the Director, the request will be forwarded to the accounting department so that it can be processed. The person responsible for coding or input into the funding program or system will be an employee account, the claim and evidence is to be submitted accordingly.

Expense Management Company and its automation is a very effective means by which a company or a company to reduce its transaction costs. In addition, it improves management control in relation to the entry and data processing, calculation and processing business expenses. Studies and research done independent evaluation of the use of automated programs of the company management fees confirmed that the total treatment costs substantially more debt than half will be reduced before the implementation of the system.

There are three driving factors for companies to automate their systems to motivate: cost reduction, companies are encouraged to minimize processing, accounting and audit fees as a rule with the reporting of expenditures

Productivity of employees, companies under pressure to maximize employee productivity and overall employee satisfaction

Focus on the compliance of the companies feel the need to regulate and minimize the risk levels that may be presented by the non-compliance with corporate policies and government regulations

There are many advantages in automating the management of operating expenses are linked. It is not only significantly reduce or minimize the costs of processing permit applications for the expenditure, but also the companies that have better management control and more, has a higher degree of transparency and improve policy compliance of its employees. Increasingly, small, choose to pursue the integration of automated expense management and editing, and almost all of them see the great benefits of it.

Are to the smooth operation of the company’s senior leaders as managers, directors, the various vice presidents will take care of some divisions and so on. Among these officers, there is a large staff, whose main task is to bring about the optimal performance of their business. And manager of a legal person is not easy. There are many complex issues.

Business must not be a tedious and difficult. The problem arises if the employee does not assume the right skills to the role of managers. Here are the business management programs These programs come in to help managers and executives of companies to manage their employees better than to encourage them to work better.

There are a few basic objectives of a program of corporate governance. The program aims to develop self-confidence of leaders. It focuses on the preparation to be successful entrepreneurs from the start. Normally, if you are good at his job, he was promoted to a managerial position in society. But both the managed and other managed differently and require different skills. These programs are aimed at managers with the training, to develop some basic skills to survive.

These programs are designed to help managers learn to delegate responsibility. In principle, it is advisable for the manager to delegate responsibility to subordinates a bar below. This would be the manager in the development of strategies to their level involved. Very often the manager does not know how to delegate responsibility, as they must seek and to feel busy. They end up hiding in the details, not always of strategic importance. These programs are the managers know what types of projects to delegate and to whom, so that the objectives are achieved.

The other aims to develop a program of management self-awareness among executives. The manager, it is possible, your emotional intelligence that can help you to manage, better than his colleagues in order to improve self-confidence would increase.

In the case of a house marketing department of the company, the goal of these programs would be practicing the marketing director to train skillful marketing techniques. Thus, the goal would be to improve the productivity and strategies for management of the company.

This program helps managers to perform, and required tasks properly and timely to the department he heads to work properly. It proposes the establishment of a manager all the different aspects of the work of the company. The manager learns to base decisions on facts and low cost programs.

The list can also be work-related characteristics such as expertise, his ability to carry out missions on the production costs or results or achievements to see the plans and instructions to be executed. But until recently, personal qualities are more than compensated for work-related characteristics. Based on these standards, the expert evaluates subordinates, note the remarkable unacceptable.

A practical approach to the problem of assessment is that, because the assessment does not cover can be objective, managers do not seriously want to use their subjective judgments about a matter of course as important as performance. And employees who receive less than the best grade almost always feel treated unfairly.

Criteria are at best unclear. The evaluators are faced with a blunt instrument, and subordinates are probably vague about the qualities on which they are written. In the hands of most practitioners, it is a crude device, and are aware of the reviewers painful, they are reluctant to it in a way that the use would harm careers of their subordinates. A primary goal of assessment is to provide a basis to give the power to discuss and plan for improvement. But the assessments relate to discuss some tangible, regardless of where the participants can be understood as a fact, and therefore little understanding of what is necessary to provide for improvements.

As the inadequacies of the scoring lines have come to be recognized, a number of changes and additions introduced. Some functions have been developed to make it more understandable for evaluators. Often shapes the character and quality of the work of evaluation, which openly, without specific guidelines requested to reviewers, all evidence of the performance they are added to provide relevant.

The administration of state power term (GPM) is completely derived from the concept of “Corporate Performance Management (CPM).” However, due to differences in the goals and visions of legal persons in respect of state institutions, the new concept of MOC is more relevant.

CPM consists of three main steps:

1st Crafts / Design

2nd Execution

3rd Monitoring and Analysis

GPM is also pretty much the same phases. However, the main difference lies in the planning phase, especially in strategic planning. If an organization is “craft” means a plan, it does so based on their vision and mission. To measure, according to the Balanced Scorecard concepts to the organization’s performance, should the various objectives are classified under four main categories:

1 – Finance

2 – Client

3 – Learning and Growth

4 – Business Process

The main difference between the CPM-GPM and the order of the quadrants and also in the nomenclature. For GPM, the client (which is actually the “citizens”) on top of all quadrants. Financials quadrant is the background, since it is purely a means, not an end to the governments (of course the opposite is true for all organizations). Therefore, in gpm quadrants are:

1 – Civil

2 – Process

3 – Learning and Growth

4 – Finance

II Crafts / Planning

Crafts and planning is the process of building plans and performance criteria that a company can be measured. This is usually done at two levels:

o Strategic

o-operative

Strategic plans are long-term goals. The range of these plans vary depending on the policies defined by each organization. For example, in the United Arab Emirates strategic plans for the government includes a period of three (3) years. Namely, the strategic plan should include targets for KPIs to be achieved within three years. Other organizations may decide to build the strategic plans for five (5) years. The Urban Planning Council in Abu Dhabi has an aggressive strategic plan to achieve by 2030. An example of these strategic goals are 98% to the satisfaction of citizens.

To develop a strategic plan, it must be divided into annual increments, which are mainly operational plans. These operational plans include initiatives to be undertaken in the year, or at least a preset percentage of them. Therefore, a strategic plan for three 3-year operational plans include. Each initiative will be in the operational plan must be a strategic goal related. For example, to achieve a strategic objective in the example above, namely the satisfaction of 98% of citizens could be an initiative operational implementation of a system of Citizen Relationship Management to manage and monitor citizen complaints and suggestions. A further operational KPI could it be more health care workers to hire customers, or providing them with additional training.

In an ideal world if all the initiatives that are connected to a specific strategic objective are met, then the policy objective is to be achieved. However, in order for this relationship to be this accurate, then an appropriate platform Crafts / planning to be present. To allow such a solution must be authorized users to connect the strategic goals, objectives and KPIs. And to initiate workflows, to gather the necessary approvals for these entries. Many details need to be well defined, such as reminders, deadlines, speakers, etc.

The system should be carried out the operational plan on an annual basis. Before the start of each year by a fixed period, should be able to authorized personnel, operational initiatives, KPIs and other details such as the percentages that must be met save for any initiative in the entire four quarters of the year. Then, a workflow is triggered to get the operational plan approved by management.

III. Execution

During the operational life cycle of the organization, the participants are expected KPIs that combine the performance for each KPI on a quarterly basis. This allows managers to monitor the progress of each initiative and to pursue any relief in the set tasks. The MOC system sends reminders to employees on a quarterly basis, and she asked, her performance for each KPI, concluded that they are responsible. This will happen if the results were expected to be filled in by hand.

A more precise figure can sometimes actually be recovered from other applications. For this purpose, the system should be able to integrate with back-end applications for certain numbers with no room for human error. For example, if an operational initiative was implementation of a CRM application. If this initiative should be 100% complete by the end of the year following the operation, such as:

o 30% in Q1

o 55% in Q2

o 80% in Q3

o 100% in Q4

Does the organization have a project management company and the progress made in implementing the CRM project can be automatically retrieved from the EPM, thus prohibiting employees to incorrect figures for the actual progress of the entire project.

V. Monitoring and Analysis

Now that the plans were already set, and progress has been registered on various KPI, it is time to track the performance of the organization and analyze the performance of the organization.

a. Monitoring

Understanding what happens at a particular moment within your organization is essential for effective performance management. Organizations must be able to:

o Review the progress against individual targets, departmental and organizational level.

o Learn how a department, branch or team leads to organizational goals.

o See how individual goals affect the strategy of the organization.

Can to do this, the MOC solution should provide dashboards, interactive dashboards and visual stop, officers and employees of authorized users informed about what is happening and how it relates to the overall performance of the organization.

Based on current and reliable information, the officials be able to study the situation at any time, and then offer the right decisions quickly, after an appropriate analysis of the data.

b. Analysis

Rich and powerful analytical capabilities, the user with answers to a “why”:
o Why is the performance dip while you wait to pic?
o Why citizen satisfaction is not better?
o Why is a forecast is off-target?

The solution helps companies answer these questions GPM, because it advanced visualization tools that enable them to provide a better understanding of the data faster. Help through the use of visualizations, such as scorecards, decomposition trees, and other tools to accelerate their understanding of what is happening at any time in their organizations.

V. GPM Solution – Technical Overview

The system offers a solution GPM end-to-end performance management cycle. It may be implemented using Microsoft technologies as follows:

O-modules. NET for Crafts / planning and execution

o build PerformancePoint Services MOSS 2007 into interactive dashboards and analytical reports

o SQL Server Analysis Services to build the data warehouse had to dashboard

o A workflow engine for building workflow required for the planning and execution

o MOSS 2007 to display plates on an intranet