Strategic Cost Analysis for Managers
Duration: An Intensive Two-Day Program for Senior Program and Project Managers
Location: Cambridge, Massachusetts
Cost: $2,900 (excluding accommodations)
Dates: Jun 27-28, 2013 | Nov 19-20, 2013
As a program or project manager, your understanding of costs is critical to the success of both product development and technical projects. Yet many technical and general project managers do not have a working knowledge of accounting or the cost analysis skills that are necessary to make good project decisions.
This program is about how to analyze projects from a financial perspective. It offers a unique opportunity for program and project managers to learn cost accounting-based project management practices and strategies for making smart project choices which justify outcomes and create value.
At MIT Sloan School of Management much of the teaching and research of our award-winning Accounting Group focuses on issues that are relevant to the challenges that program and project managers face.
Strategic Cost Analysis for Managers is drawn from our popular and highly-rated MBA courses on financial and managerial accounting and shows how you can leverage cost analysis to better influence the outcomes of product development and project management.
Led by Professor Joseph Weber, the head of the MIT Sloan Accounting Group, and Senior Lecturer Scott Keating, the program offers a series of interactive lectures, cases, and small group exercises that will help you to better understand:
- the language and mechanics of the accounting that goes on in complex organizations
- how to identify good results even though the accounting numbers look bad, and bad results when the accounting numbers look good
- cost allocations, absorption costing, and transfer pricing, and their effect on reported performance
- your own company’s internal metrics for evaluating management
This program has been developed for senior program and project managers from a wide range of consumer and business-to-business industries, including those from engineering, manufacturing, IT and technology departments, directors of project management, product and business development, and R&D, chief project engineers, product design and process development engineers, and key members of their staff with performance responsibility.