Risk Management Topics
This practice defines the nature of uncertainty and risk, identifies the responsibility of management and the board regarding risk management, and defines the nature and scope of enterprise risk management systems.
This practice identifies, describes and classifies the sources of organizational risk. It addresses three major levels of organization strategy and the major forms of strategic risk.
This practice identifies the role and scope of the responsibilities of an organization’s management and board in managing the major sources of organization risk.
This practice illustrates various approaches that decision makers engaged in the process of risk management might use to measure risk.
This practice defines the nature and scope of accounting for sustainable development and to identify the role played by the management accountant.
This practice identifies the scope and nature of shareholder value analysis and the role played by management accountants.
This practice provides guidance on the general principles of internal control and the implications of those principles for setting internal control practices in organizations.
This practice is to provides guidance on the nature and purpose of corporate governance and the role of the management accountant in designing, implementing, and managing systems of corporate governance.
Operation Control Systems, which include planning, monitoring, analysis, and motivational tools, allow organizations to cope with change effectively and quickly and to support the process of delegating decision-making responsibility.This practice considers the scope and nature of operation control and operation control systems.
This practice relates to organizations that have developed, or plan to develop, an organization code of ethics.
Performance Management Topics
This practice is to describe the general approach of Time Driven Activity Based Costing and proposes some standards relating to its use.
This practice describes the motivation and process for managing intellectual capital.
This practice describes the nature and scope of supply chain management.
This practice focuses on planned change that results from the realization that there is a gap between target and actual performance of the organization's objectives, and the realization that the organization is unable to achueve is objectives without change.
This practice focuses on terms and standards relating to the effective storage of information and the design of systems to extract information from those systems.
This practice focuses on issues in performance measurement that follow from incentive compensation system design.
This practice summarizes the contribution of relevant practices proposed in this publication to reducing the potential for manipulating reported cost, thereby providing a sound contracting basis for cost-based transfer prices for affiliated transactions in regulated environments.
Transfer pricing is the activity of placing a monetary value on products (good or services) that are transferred: (1) intra-company, a process called domestic transfer pricing or simply transfer pricing: or (2) between organizations that operates across borders and do not operate at arm's length, a process called international transfer pricing. This practice focuses on issues in domestic transfer pricing.
Statistical Process Control (SPC) measures and organizes process information in a way that informs decision-makers about the process performance, and, where appropriate, helps to identify process problems and how to improve process performance.
The purpose of cycle time management is to reduce the amount of time needed to complete tasks in the value chain.
This practice provides guidance relating to dealing with uncertainty in the capital budgeting process and choosing the appropriate discount rate to compute the present value of future cash flows associated with a project.
In the product mix decision the organization identifies which product, i.e., goods or services, it will produce and deliver to its customers. This practice identifies the role of cost information in the product mix decision.
This practice is to identifies the nature and scope of kaizen costing, which is a cost management tool that focuses on reducing the cost of an existing production process.
This practice is to develop a general set of principles that underlie the preparation of special costing reports.
Life-cycle costing is the practice of estimating and accumulating costs over a product's lifetime. This practice identifies the scope of, and motivation for, life-cycle costing.
Target costing is a strategic cost management tool that uses prospective, or estimated, cost information during the product and process design phases to reduce a product’s life-cycle costs.
Strategic cost management uses cost information to identify opportunities to reduce cost while improving, or at least not impairing, the organization’s ability to achieve its strategic objectives.
This practice considers the nature and scope of budgeting and of pro forma financial statements.
This practice describes the nature and insights of activity-based budgeting, which is also known as activity-based planning. The nature and structure of activity-based budgeting follows directly from activity-based accounting.
This practice considers issues in developing and using cash flow information.
This practice considers the role of financial simulation in supporting decision-making.
This practice discusses the systematic consideration of investments in long-term assets, also known as fixed assets or committed capacity.
Performance Measurement Topics
This practice defines the concept of customer value, describe the role of value in strategy, and identify the role of management accounting in measuring and reporting value.
Quality is defined as providing customers with what they were promised. This practice is to identify the emerging role of managing quality in organizations.
This practice identifies the issues encountered in measuring and reporting the profit of an organization unit or segment. This practice defines unit profit as an organization’s unit estimated financial contribution to the overall organization.
This practice identifies the nature and scope of productivity measurement and to identify basic design criteria that should underlie the development of any productivity measure.
This practice defines the management role of variance reporting and the role played by standard costs in identifying variances.
A performance measurement is a systematic measurement of some facet of performance. The measurement base may be financial or non-financial.
This practice provides guidance on the nature, purpose, and approaches to cost estimation.
This practice provides guidance on the nature and design of the bases used to allocate indirect costs to cost objects.
Process costing systems are used in manufacturing or service environments that produce large numbers of identical units. This practice focuses on the design and operation of process costing systems.
This practice focuses on job order costing, which involves computing the costs of individual production jobs.
There are two approaches to designing costing system: by organizational unit (usually called a department) and by activity. This practice focuses on allocating the costs of support departments.
This practice discusses the issues related to designing costing systems for indirect costs.
Joint costs are associated with products that are produced simultaneously. This practice provides guidance relating to the treatment of joint costs.
This practice provides guidance relating to the allocation of indirect costs that are capacity-related.
This practice has two objectives: to define the general character of costing systems and the important design criteria that each costing system should meet, and to develop a standard set of terms to describe important elements of costing systems.