Dianne Zélie June 3, 2021 Spreadsheet
You can go over your budget as often as you like. Some find it easier to enter amounts every day after they‘ve settled in for the day. Others will choose to go over it monthly. Going over it weekly is likely where most will settle though. Occasionally, we‘ll have a surplus or deficit at the end of the month. Perhaps you‘ve spent too much, or not spent all that you thought you would. Spending too much can be troublesome, but not spending as much as you thought can be a lot of fun. You may want to consider adding a budget field carryover in the income sheet and one called shortfall in the expenses sheet. If you spent too much, the amount that you overspent by becomes your budgeted amount for shortfall in your expenses sheet the next month. Didn‘t spend enough, and you put that amount in the carryover field in the income sheet. This will help you keep track of all your money as well as account for any shortfalls.
It does have one severe limitation. Goal seek is not a formula. It does not permanently reside in the spreadsheet or the selected cells. Therefore you have to re-run Goal Seek each and every time you change the spreadsheet. Often this is acceptable because you have created a model specifically to calculate that one parameter. Having said that, there will be occasions where this is inadequate. What are the plans for your meeting or convention this year? Does it start with a budget or did you even do one last year? If you did one, did you do it the easy way with a Budget Spreadsheet for Meetings? Let us discuss your needs and see what forms and budgets can be facilitated the easy way. If approached correctly, you can cut your ”Hassle Factor” by more than half with the right event template.
Most planners are good at multi-tasking and have no problems designing a simple spreadsheet to handle a basic budget or designing a form to handle registration. So, you spend your time designing and stressing out. You end up with a variety of forms that each handle a specific need like registration, exhibits, food expenses and budget. The forms are not connected and do not work together. Hence, you end up having to do additional work merging the information from the various forms into your budget. Why do this when there is a Budget Spreadsheet for Meetings on the market that will tie your history, individual forms and budget together? It is so easy that all you have to do is enter the information. The spreadsheet does the rest.
Lester‘s temporary office at the Factory was glassed on all sides, and surrounded by the sights, sounds, searing temperatures, and smells of the smelting and pouring areas. Originally, the cubbyhole had been used for storing coal and coke until the plant converted to gas-fired furnaces in the mid-‘50s. Over the next three decades a succession of plant superintendents used the room to boink their secretaries, which necessitated its windows being painted a squalid olive drab. During 10 years of performing this chore every six months, Lester had scraped two panes clear, so now he could gaze into the murky, smoky, smelly pit outside as he waited for the grinding computer and clackety printer to spit out a stream of spreadsheets.
At times, Lester became so furious his face radiated heat and fogged his glasses. When this happened, he yanked them from his puffy eyes and wiped the lenses with his tie. On this late Friday afternoon, however, Lester felt exhilarated. The printer regurgitated its last run of printouts and as he scanned the rows of figures he penciled in tick marks to indicate matches with numbers found in the corporate ledgers. The task complete for another 180 days, he removed his glasses, rubbed his aching eyeballs, and inhaled deeply to savor the fluttery feeling of excitement flooding his upper chest. Then, Lester logged off the computer, tapped the surge protector power switch with his toe, and shut down the wheezing system.
In a well-designed spreadsheet, any output can be calculated from the raw data. However, that‘s not always enough. Sometimes the output is fixed and the raw data is variable. Let‘s say you run an investment company and want to offer your clients a fixed return. An Excel expert could create a very complex model to calculate the likely return on investments over a fixed period. You could then calculate the internal rate of return being offered to clients. The problem is that you‘re not interested in the return offered to clients; that is, after all, fixed. Instead you‘re concerned with how much money you expect to draw from the investment fund, whilst still offering your investors a satisfactory return. If you have $1 and owe investors a quarter, you can calculate your profits using a simple formula.
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