This course contains the use of artificial intelligence.

Cutting ten percent from every budget line is not cost optimization. It is an instruction, and it works for about two quarters.

Why cost programmes fail

Because they are executed on the budget rather than on the work. A number comes down from above, each department finds something to postpone, the total looks correct, and none of the underlying activity changed. So the cost comes back — as overtime, as a contractor, as a project that now takes twice as long. Meanwhile the real losses were never on any line to begin with: the queue between two teams, the environment nobody switched off, the report three people build every month that nobody reads, the context switching that makes a two-day task take a week.

What this course covers

Thirty-six lessons, working upward from where money is actually lost. The operational layer first: why metrics fail in most companies, input against output against outcome indicators with a named owner for each, bottlenecks and system constraints, queues and idle time, the cost of context switching, quick wins, standardisation, when automation is genuinely justified, friction between functions, the cost of growth itself, and how to calculate the return on operational work. Then the process: what waste is, standardisation as the cheapest control available, process maturity, five kinds of process map, architecture, and the root cause toolkit — 5S, 5 Whys, 8D, Ishikawa, benchmarking, the prioritisation matrix, SIPOC, DRIVE and ICOR — plus why savings quietly reverse and what holds them. Then the largest variable cost in a modern company: decomposing a cloud bill, where compute, storage, network and managed services leak, tagging and allocation, chargeback and showback, right-sizing, autoscaling, idle resources, storage classes, commitments, development environments, unit economics and dashboards. Then the budget itself: what can and cannot be budgeted, whether budget or strategy comes first, market benchmarks, the return calculation, payroll and its line items, training, and software. Finally proving it: the four types of indicator, the 10-80-10 rule, critical success factors, design traps, eliminating metrics that cost more than they return, visualisation, a three-step implementation, and six myths that break most measurement systems.

A note on one block

The six budgeting lessons were recorded for a people-function audience, so the worked line items are hiring, payroll, training and software. Two of the six are entirely general — what belongs in a budget, how it connects to strategy, where benchmarks come from and how to calculate return — and the payroll lesson matters everywhere, because in most service and knowledge businesses people are the largest operational cost and it is taken apart here in more detail than anywhere else in this material.

Who is teaching this

I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.

What is included

• Lifetime access to all 36 lessons

• Active instructor support in the Q&A section

• A Udemy Certificate of Completion

• Working material: the metric ownership frame, five map types, 5 Whys, 8D, SIPOC, DRIVE, the cost decomposition template, tagging policy, unit economics, the budget structure with return calculation, the 10-80-10 rule

• Cost treated as a design problem rather than a percentage

Where to start

Find one recurring report, meeting or environment that nobody has questioned in a year. Work out what it costs in hours and money. That single number is usually enough to fund the rest of what this course asks you to do. Enrol now and start today.