Applied Management Accounting Course - in Doha

Applied Management Accounting Course Outline

Guided learning hours (GLH): 120

Module 1: Understand and Implement the Organisational Planning Process

• Budgetary Process
  • Purposes of a Budget
  • Budget Cycle
  • Types of Budget
  • Sources of Data for Budgeting
  • Principal Budget Factor
• Budgetary Responsibilities and Accountabilities
  • Role of the Budget Committee
  • Duties and Responsibilities of the Budget Accountant
  • Budgetary Accountabilities of Senior Managers in Organisations
  • Participatory Alternatives
  • Appropriate Managers to Provide Information Required to Prepare Budgets
  • Identify Appropriate Responsibility Centres and Recovery Methods
  • Classify and Allocate Direct Costs to Appropriate Responsibility Centres
  • Apply the Principle of Responsibility Accounting
  • Apply Responsibility Accounting to Controllable and Uncontrollable Costs
• Types of Budgets and Recommendations for their Use
  • Features of the Following Budget Types
  • Comparative Advantages of Each Method
  • Circumstances in Which Each Method Should be Recommended
  • Prepare Operating Budgets Incorporating the Following Types of Cost
  • Prepare Production Budgets Incorporating the Following Schedules
  • Prepare Cash Flow Forecasts/Budgets Allowing for
• Budgeting Where Resource Constraints Exist
  • Identify Budget Limiting Factors
  • Calculate the Maximum Level of Production Where a Constraint Exists
• Impact of Internal and External Factors on Forecasts
  • Stages and Features of the Product Life Cycle and their Impact on Income Forecasts
  • Market Trends and Competitive Pressures
  • Expected Impact of Promotional Activity
  • External Events Affecting the Reliability of Cost Forecasts
  • Advise on the Reliability of Forecasts
• Uncertainty in the Budget Setting Process
  • Methods of Dealing with the Uncertainty Inherent in Budgeting
• Budget Revision to Reflect Changing Circumstances
  • Key Planning Assumptions Used in the Budget
  • Potential Threats to Budget Achievement
  • When a Budget Revision is Appropriate
  • Impact of Changes to Planning Assumptions and Forecasts
  • Recalculate Budgets Accordingly

Module 2: Use Internal Processes to Enhance Operational Control

• Budgetary Control
  • Purpose of Budget Flexing as Part of the Control Process
  • Limitations of Budget Flexing
  • Concept of Feedback and Feedforward Control
  • Flex Budgets Based on Original Assumptions of Revenue and Cost
  • Provide Potential Reasons for Variances Either Calculated or Given
• Standard Costing
  • Different Types of Standards
  • Purpose of Standard Cost Cards
  • Why Variances Occur
  • Courses of Action to be Taken to Address Divergences from Standard
  • Interaction of Variances
  • Impact of Standards on Behaviour and Variance Level
  • How the Use of Standard Costing can Complement Budgetary Control
  • Value of Items to be Included in Standard Cost Cards
  • Variances for Revenue and Costs
  • Potential Reasons for Variances Either Calculated or Given
  • Incorporate Standard Costs into Budgetary Control Calculations
• Activity Based Costing
  • Where Activity Based Costing Would be Most Appropriate
  • Benefits of Activity Based Costing Over Traditional Absorption Costing
  • Issues Surrounding the Introduction of Activity Based Costing
  • Implications of Activity Based Costing on Prices and Profitability
  • Calculate Product Costs Using Activity Based Costing
  • Compare Costs under Activity Based vs Absorption Costing
• Target Costing
  • Principles Underpinning Target Costing
  • Concept of Value Analysis
  • Value Engineering Process
  • Actions to Take to Reduce Cost Gaps
  • Calculate Target Costs and Any Cost Gap
• Life Cycle Costing
  • Principles Underpinning Life Cycle Costing
  • How Life Cycle Costing Contributes to Operational Control
  • Economies of Scale, Mechanisation and Learning Effect in Life Cycle Costs
  • Identify the Components of the Life Cycle Cost of a Product
  • Calculate Discounted and Non-Discounted Life Cycle Costs
  • Interpret the Results of Calculations of Life Cycle Costs
• Technology and its Impact on Operational Control
  • Technologies that are Changing the Way Business Collects and Uses Data
  • How these Technologies can Provide Benefit to Operational Control Processes
  • Challenges Faced by Business in Adopting these Technologies

Module 3: Use Techniques to Aid Short-Term and Long-Term Decision Making

• Comparison of Short- and Long-Term Decisions
  • Differences Between Short-Term and Long-Term Decision Making
• Relevant Costing
  • How to Identify Relevant Costs
  • Concept of Opportunity Costs
  • Factors to be Considered When a Business Makes Decisions
  • Calculate Relevant Costs and Revenues
• Key Factor Analysis
  • Concept of Scarce Resources
  • Concept of Contribution
  • When Contribution Should be Used as Part of the Decision-Making Criteria
  • Calculate the Contribution per Unit of Scarce Resources
  • Optimum Production Plan in Situations Where there is One Scarce Resource
  • Total Profit or Total Contribution Based on the Optimum Production Plan
• Linear Programming
  • Assumptions Behind Linear Programming
  • Optimum Production Plan in Situations Where there are Multiple Scarce Resources
  • Optimum Production Plan Using Graphical Approach and Simultaneous Equations
• Discount Cash Flows
  • Concept of the Time Value of Money
  • Benefits of Discounted Cash Flows over Non-Discounted Cash Flows
  • Calculate Discounted Cash Flows
• Appraisal Methods for Long-Term Decisions
• Long-Term Investment Appraisal Techniques
• Strengths and Weaknesses of Each Method
• Net Present Values
• Use the IRR Formula
• ARR of Projects
• Payback Period of Projects
• Compare NPV IRR ARR and Payback Period to Support Decision Making

Module 4: Analyse and Report on Business Performance

• Financial Performance Indicators
  • What the Performance Indicator Means
  • Impact on Performance Indicators
  • How Some Performance Indicators Interrelate with Each Other
  • How Proposed Actions may Affect the Indicator
  • Actions that Could be Taken to Improve the Indicator
  • Calculate Key Financial Performance Indicators
  • Interpret Financial Performance Ratios to Evaluate Organisational Performance
• Non-Financial Performance Indicators
  • Costs of Quality
  • How the Behaviour of Managers Aiming to Achieve a Target can be Affected
  • Non-Financial Performance Indicators Covering
  • Measures that Could be Taken to Improve Performance
  • Balanced Scorecards
  • Calculate Non-Financial Performance Indicators
  • Interpret Non-Financial Performance Ratios to Evaluate Organisational Performance
  • Evaluate Results from a Balanced Scorecard
• Divisional Performance
  • Differences Between Cost, Profi,t and Investment Centres
  • Issues of Using Return on Investment and Residual Income as Performance Measures
  • Options Available to Organisations When Setting a Transfer Price and the Potential Issues that may Arise
  • Calculate Return on Investment and Residual Income
• Calculate Forecasts
  • Elements of a Time Series
  • Simple Regression Equation
  • Concept of Expected Values
  • Calculate Index Numbers
  • Use Moving Averages to Identify Seasonal Variations and Trends
  • Use the Simple Regression Equation to Calculate Total Cost
  • Calculate Forecasts of Future Performance Based on Historical Data
  • Interpret Statistical Data Calculated to Evaluate Organisational Performance
  • Make Recommendations Based on Results of Sensitivity Analysis

Who Should Attend This Applied Management Accounting Course?

This course is designed for individuals seeking a recognised qualification in Applied Management Accounting as part of the AAT Level 4 Diploma in Professional Accounting. It is particularly useful for those in roles such as:

• Management Accountants
• Finance Professionals
• Cost Analysts
• Budgeting and Forecasting Specialists
• Financial Controllers
• Business Managers

Prerequisites of the Applied Management Accounting Course

The Applied Management Accounting course requires completion of the AAT Level 3 Diploma in Accounting or an equivalent qualification. Learners should have good English and Maths skills for interpreting standards.

Applied Management Accounting Course Overview

Applied Management Accounting Course builds advanced management accounting expertise, covering costing, budgeting, forecasting, and performance evaluation. Delegates gain practical knowledge to apply accounting techniques for informed strategic decisions and organisational efficiency improvement.

This 120-hour training helps you in mastering management accounting skills, learners develop the ability to evaluate financial performance, control resources, and drive sustainable business growth. The course suits accountants, finance professionals, managers, and graduates.

Completing the Applied Management Accounting Course prepares learners for senior finance roles and offers progression to chartered accountancy qualifications and advanced financial management certifications.

Applied Management Accounting Course Objectives

• Understand the role of management accounting in strategic planning
• Apply costing techniques to improve efficiency and profitability
• Prepare budgets and forecasts for effective decision-making
• Evaluate performance using management accounting tools
• Support business growth through applied financial insights

What’s Included in This Applied Management Accounting Course?

• World-Class Training Sessions from Experienced Instructors
• Course Completion Certificate
• Digital Delegate Pack