In this article, I want to make the case for data-driven planning to describe the 7 key FP&A models that every organisation needs to plan, resource and monitor business performance. From a planning and review perspective, there are 7 key things that management needs to know about its business processes, each of which can be assessed in a range of analytical models.

Prediction is an important work that FP&A practitioners do.  This work has many challenges. One way to address these challenges is by maximizing the positive. There are three steps in maximizing the positive.

Although there are some substantial differences between Financial Modelling and Predictive Analytics, both help us cope with uncertainties and make better decisions.

Inside this article are the bread and butter ratios of statement analysis. Some gauge effective use of assets. Some report the financial condition of the company. It is with these the ratios (relationships) where it all begins. What I am outlying here the very core of corporate finance statement analysis.

Considering forecasting as an exercise to assess future financial performance as accurately as possible through a bottom-up approach based on actual facts, it appears necessary for an Organisation to become conscious of its own culture.

As most forecasting methods require data, a forecaster analyzes the availability of data from both external and internal sources. The availability of external data is improving rapidly. With the explosion of Internet websites, potential sources of valuable data are becoming limitless. With unstructured data, the need for data mining tools has become a necessity for exploring potential sources of data for consumer analyses and predictive modelling purposes.