Last updated on Jan 13, 2024
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- Budgeting
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Define the scope
2
Estimate the costs
3
Identify the sources of income
4
Calculate the budget
5
Communicate and negotiate the budget
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Monitor and review the budget
7
Here’s what else to consider
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- Venkat Borusu Principal and Chief Strategy Officer - Modl BIM
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- Erin Fella Service Delivery Lead IRES / Functional Area Lead at Jacobs
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1 Define the scope
The first step to create a budget is to define the scope of your project or department. What are the objectives, deliverables, and milestones that you need to achieve? Who are the key stakeholders, customers, and suppliers that you need to involve? How long will the project or department run and what are the deadlines and constraints? By answering these questions, you will have a clear idea of the scope and scale of your work, as well as the requirements and expectations that you need to meet.
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- Erin Fella Service Delivery Lead IRES / Functional Area Lead at Jacobs
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Defining the scope is indeed a crucial first step in budget creation. However, it's worth emphasizing that scope isn't static - it evolves and changes. Constant alignment with stakeholders on shifting objectives, deliverables, and constraints is crucial. Budgeting should be an iterative process that mirrors the dynamic nature of the project or department. Additionally, remember that budgeting is more than meeting requirements and expectations. It should also serve as a tool for strategic decision-making, enabling the optimal allocation of resources for value maximization.
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- Hanan Hasbullah Senior Accountant @ Coreo Real Estate | Finance Team Lead
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Defining the scope is a crucial first step in budgeting. It's like drawing the blueprint for our financial plan. By outlining our project's objectives, stakeholders, and constraints, we establish clear boundaries and expectations. This ensures that our budget aligns perfectly with our goals, making financial management smoother and more effective.
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2 Estimate the costs
The next step is to estimate the costs of your project or department. Costs can be divided into two categories: fixed and variable. Fixed costs are the ones that do not change regardless of the volume or activity of your project or department, such as rent, salaries, or equipment. Variable costs are the ones that depend on the level or frequency of your project or department, such as materials, travel, or utilities. To estimate the costs, you can use different methods, such as historical data, expert opinions, market research, or bottom-up estimation. You should also consider the quality, accuracy, and reliability of your data sources, as well as the risks and uncertainties that may affect your costs.
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- Erin Fella Service Delivery Lead IRES / Functional Area Lead at Jacobs
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Estimating costs is a vital step in budgeting, with fixed and variable costs each requiring careful attention. But it's equally important to remember that cost estimation isn't a static process. Market conditions, resource availability, and project risks continuously change and these changes can affect costs. Regular reviews and adjustments to cost estimates can ensure the budget remains aligned with reality. Additionally, cost efficiency should be kept in mind. Striving for the optimal balance between costs and value delivered is essential. Remember, the cheapest option isn't always the best. Long-term value, sustainability, and strategic fit should drive budget decisions.
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- Hanan Hasbullah Senior Accountant @ Coreo Real Estate | Finance Team Lead
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In my experience, cost estimation is like assembling a financial puzzle. You've got fixed costs that stay constant and variable costs that ebb and flow with your project. To nail it, you can use past records, specialized knowledge, market analysis, or take a detailed breakdown approach. The key is having rock-solid data sources and staying vigilant about potential budget surprises, like risks and uncertainties.
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3 Identify the sources of income
The third step is to identify the sources of income for your project or department. Income can come from different sources, such as sales, grants, donations, or fees. You need to estimate how much income you can generate from each source, based on your projections, assumptions, and market conditions. You should also consider the timing, frequency, and certainty of your income streams, as well as the potential opportunities and challenges that may affect them.
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- Bruce Haynes, CPA Finance Director | Nonprofit Financial and Operational Consultant on a mission to make a positive difference for our community
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The process I use to prepare budgets is to actually complete the revenue section before completing the expense budget. then once the expense budget is completed during the comparison phase numbers are adjusted as needed to get a hopefully accurate budget for the year. Obviously unforeseen events will create variances but otherwise the budgeted and actual numbers should be close when done correctly.
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- Hanan Hasbullah Senior Accountant @ Coreo Real Estate | Finance Team Lead
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Additionally, prioritize financial stability by diversifying income streams. Be agile in exploring new revenue sources and stay vigilant for opportunities while preparing for potential disruptions.
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4 Calculate the budget
The fourth step is to calculate the budget for your project or department. The budget is the difference between your income and your costs, and it shows whether you have a surplus or a deficit. To calculate the budget, you can use different tools, such as spreadsheets, software, or templates. You should also use different formats, such as cash flow, income statement, or balance sheet, depending on your purpose and audience. You should also check the accuracy, consistency, and completeness of your calculations, as well as the alignment with your scope and goals.
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- Venkat Borusu Principal and Chief Strategy Officer - Modl BIM
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I would keep a 5 to 10% towards cost escalation and other contingencies in any budget. The percentage could vary depending on the country and place where your department or project is located. In more developed countries the contingency percentage could be a bit lower and in countries where procedures are slow and government and other external factors impact the project timelines, may take require more contingency. It is a call local to the location
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5 Communicate and negotiate the budget
The fifth step is to communicate and negotiate the budget with your stakeholders. Stakeholders are the people or groups that have an interest or influence on your project or department, such as sponsors, customers, suppliers, or employees. You need to communicate and negotiate the budget with them to ensure their understanding, agreement, and support. To communicate and negotiate the budget, you can use different techniques, such as presentations, reports, or meetings. You should also use different strategies, such as persuasion, compromise, or collaboration, depending on your relationship and situation.
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- Hanan Hasbullah Senior Accountant @ Coreo Real Estate | Finance Team Lead
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Engaging stakeholders in budget communication and negotiation is like fine tuning a symphony. Each note matters, and adapting our approach to the audience and situation can create harmonious results.
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- Vanessa O. Terzian Teixeira Gerente financeira na De Nigris
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É importante os stakeholders serem envolvidos nos processos decisórios e posteriormente assumirem a responsabilidade de acompanharem periodicamente os resultados e revisões necessárias no planejamento orçamentário previsto e realizado, para atender a expectativa do shareholder.
Translated
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6 Monitor and review the budget
The final step is to monitor and review the budget throughout the project or department. Monitoring and reviewing the budget means comparing your actual performance with your planned budget, and identifying any variances or deviations. You need to monitor and review the budget regularly and systematically, using different indicators, such as revenues, expenses, profits, or ratios. You should also report and explain any variances or deviations, as well as take corrective actions or adjustments if needed.
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- Venkat Borusu Principal and Chief Strategy Officer - Modl BIM
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Create a Period variance tracking report as well as year to date (YTD) variance report to understand how the specific period, in general, monthly period and in some instances quarterly, actuals to budget variance is and the all the periods leading upto the current period for the year (YTD) variance will give where one stands against the over all budget. This will make sure one is staying the course for the over all budget as well as monthly variations, so that one can understand if the variance is something that is needs to be adjusted for the entire year or one of situation
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- Erin Fella Service Delivery Lead IRES / Functional Area Lead at Jacobs
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Venkat's suggestion to track period and YTD variances provides valuable insight into budget performance. Yet, it's important to remember that variance analysis is more than just comparing numbers. It's about understanding the story behind the numbers - the why. Why did the variance occur? Was it due to an internal issue, an external event, or a miscalculation in the estimate? Only by understanding the reasons can effective actions be taken. It’s not just about adjusting numbers, but potentially altering strategies, processes, or behaviors to address the root causes of the variance. Remember, budgeting is strategic management.
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7 Here’s what else to consider
This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?
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- Shippu Shippu former manager at Marriott International
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what's your projected occupancy for room service what kind projected occupancy of rooms what kind of % are u expecting for breakfast lunch and dinner....and much more
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