Advocates Event Syllabus

8/13/2019 Advocates Event Syllabus

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What the CIMA pro fess ional

qualification looks likein 2005


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Business

Management Pillar

Management

Accounting PillarFinancial

Management Pillar

Paper P1 -

Management

Accounting

Performance

Evaluation

Paper P2 -

Management

Accounting

Decision

Management

Paper P8 -

Financial

Analysis

Paper P7 -

Financial

Accounting and

Tax Principles

Paper P9

Management

Accounting

Financial

Strategy

Paper P3 -

Management

Accounting Risk

and Control

Strategy

Paper P6

Management

Accounting

Business

Strategy

Award - Member of the Chartered Institute of Management Accountants

Practical

Experience

Recorded as a

Career Profile with

record of skills

development (RSD)

Minimum of

Three Years of

Relevant Experience

Test of Professional Competence in Management

Accounting (TOPCIMA)

Pre-requisite Entry Requirements (e.g. CIMA Certificate in Business Accounting)

StrategicLevel

ManagerialLevel

Prior experience can

be included

Paper P4 -

Organisational

Management

and Information

Systems

Paper P5 -

Integrated

Management

Award - CIMA Advanced Diploma in Management Accounting


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Business

Management Pillar

Management

Accounting PillarFinancial

Management Pillar

Award - Member of the Chartered Institute of Management Accountants

Practical

Experience

Recorded as a

Career Profile with

record of skills

development (RSD)

Minimum of

Three Years of

Relevant Experience

Test of Professional Competence in Management

Accounting (TOPCIMA)

Pre-requisite Entry Requirements (e.g. CIMA Certificate in Business Accounting)

StrategicLevel

ManagerialLevel

Prior experience can

be included


Paper P1 -

Management

Accounting

Performance

Evaluation

Paper P2 -

Management

Accounting

Decision

Management

Paper P8 -

Financial

Analysis

Paper P7 -

Financial

Accounting and

Tax Principles

Paper P9

Management

Accounting

Financial

Strategy

Paper P3 -

Management

Accounting Risk

and Control

Strategy

Paper P6

Management

Accounting

Business

Strategy

Paper P4 -

Organisational

Management

and Information

Systems

Paper P5 -

Integrated

Management


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Key Design Featu res

Separation of the Professional CharteredManagement Accounting Qualification from

the CIMA Certificate in Business Accounting

New entry requirements to the CIMAProfessional Qualification

A qualification structure that is easy tounderstand

Three learning pillars separated into two levels- Managerial and Strategic


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An International curriculum Fewer examinations

Complete flexibility as to how students can

study for and sit the examinations for the sixManagerial level subjects. (students can

sit from 1 to 6 papers at each exam diet and in

any order they wish)

CIMA Advanced Diploma is awarded onsuccessful completion of the Managerial level

subjects


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A new P10 - Test of Professional Competence

Opportunity to submit the Career profile forassessment of practical experience following

completion of the CIMA Advanced Diploma(subject to having minimum 3 years of relevant

experience)


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Management

Accounting Pillar

Financial

Management Pillar

Paper P1 -

Management

Accounting

Performance

Evaluation

Paper P2 -

Management

Accounting

DecisionManagement

Business

Management Pillar

Paper P8 -

Financial

Analysis

Paper P7 -

Financial

Accounting and

Tax Principles

Paper P9

Management

Accounting

Financial

Strategy

Paper P3 -

Management

Accounting Risk

and Control

Strategy

Paper P6

Management

Accounting

Business

StrategyStrategicLevel

ManagerialLevel

Paper P4 -

Organisational

Management

and Information

Systems

Paper P5 -

Integrated

Management


Study Rou tes

Strategic Level - No Alternative


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Paper 15

CaseStudy

Paper 12

BusStrategy

Paper 13

FinancialStrategy

Paper 14

InformStrategy

Paper 4Finance

Paper 10

S & PManage

Paper 5Business

Taxation

Paper 11Organisat

Manage

Paper 3a

Econfor Bus

Paper 3b

BusinessLaw

Paper 9

MA DecisMaking

Paper 7

FinancialReporting

Paper 8MA Perf

Manage

Paper 6Financial

Accounting

Paper 3c

BusinessMathematics

Paper 1

FinancialAcc Fund

Paper 2

MAFund

FINAL LEVEL

INTERMEDIATE LEVEL

FOUNDATION LEVEL

INTERMEDIATE

LEVE

L

FINAL

LEVEL

FOUNDATIONLEVEL

Current CIMA

2000 Curriculum


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Current CIMA 2000 Cur r icu lum

4 Finance

(I) The finance function - 10%

(ii) Sources of long term finance - 30%

(iii) Sources of short term finance - 20%

(iv) Working capital management - 40%


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Management

Accounting Pillar

Financial

Management Pillar

Paper P1 -

Management

Accounting

Performance

Evaluation

Paper P2 -

Management

Accounting

Decision

Management

Business

Management Pillar

Paper P8 -

Financial

Analysis

Paper P7 -

Financial

Accounting and

Tax Principles

Paper P9

Management

Accounting

Financial

Strategy

Paper P3 -

Management

Accounting Risk

and Control

Strategy

Paper P6

Management

Accounting

Business


ManagerialLevel

Paper P4 -

Organisational

Management

and Information

Systems

Paper P5 -

Integrated

Management


New CIMA 2005 Curr icu lum


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P9 MA Financial Strategy

A. Formulation of financial strategy - 20%

B. Financial management - 30%

C. Business valuations & acquisitions - 25%

D. Investment decisions & project control -

25%


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New location of cu rrent con tent

4 Finance


(ii) Sources of long term finance -

30%

(iii) Sources of short term finance

- 20%

(iv) Working capital management

- 40%

P7 Financial Accounting and Tax

Principles

A. Principles of business taxation - 20%

B. Principles of regulation of financial

reporting- 10%

C. Single company financial accounts -

45%

D. Managing short term finance - 25%


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4 Finance


(ii) Sources of long term finance -

30%

(iii) Sources of short term finance

- 20%

(iv) Working capital management

- 40%

P9 MA Financial Strategy

A. Formulation of financial strategy - 20%

B. Financial management - 30%

C. Business valuations & acquisitions -

25%

D. Investment decisions & project control

- 25%


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Paper 15

CaseStudy

Paper 12

BusStrategy

Paper 13

FinancialStrategy

Paper 14

InformStrategy

Paper 4Finance

Paper 10

S & PManage

Paper 5Business

Taxation

Paper 11Organisat

Manage

Paper 3a

Econfor Bus

Paper 3b

BusinessLaw

Paper 9

MA DecisMaking

Paper 7

FinancialReporting

Paper 8MA Perf

Manage

Paper 6Financial

Accounting

Paper 3c

BusinessMathematics

Paper 1

FinancialAcc Fund

Paper 2

MAFund

FINAL LEVEL

INTERMEDIATE LEVEL

FOUNDATION LEVEL

INTERMEDIATE

LEVE

L

FINAL

LEVEL

FOUNDATIONLEVEL

Current CIMA

2000 Curriculum


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Current CIMA 2000 Cur r icu lum

10 Systems & Project Management

(I) Project management - 30%

(ii) IT & systems - 35%

(iii) Control of activities & resources - 10%

(iv) Audit of activities & systems - 15%

(v) Management of quality - 10%


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Management

Accounting Pillar

Financial

Management Pillar

Paper P1 -

Management

Accounting

Performance

Evaluation

Paper P2 -

Management

Accounting

Decision

Management

Business

Management Pillar

Paper P8 -

Financial

Analysis

Paper P7 -

Financial

Accounting and

Tax Principles

Paper P9

Management

Accounting

Financial

Strategy

Paper P3 -

Management

Accounting Risk

and Control

Strategy

Paper P6

Management

Accounting

Business


ManagerialLevel

Paper P4 -

Organisational

Management

and Information

Systems

Paper P5 -

Integrated

Management




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P4 Organisational Management and

Information Systems

A. Information systems - 20%

B. Change management - 10%

C. Operations management - 20%

D. Marketing - 20%

E. Managing human capital - 30%


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P5 Integrated Management

A. The basis of strategic management -

30%

B. Project management - 40%

C. The management of relationships - 30%


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10 Systems & Project

Management



(iii) Control of activities &

resources - 10%

(iv) Audit of activities & systems -

15%


P4 Organisational Management and

Information Systems

A. Information systems - 20%

B. Change management - 10%

C. Operations management - 20%D. Marketing - 20%

E. Managing human capital - 30%


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Management




resources - 10%


15%


P3 MA Risk & Control Strategy

A. Management control systems - 15%

B. Risk & internal control - 20%

C. Review & audit of control systems -

15%D. Management of financial risk- 30%

E. Risk & control in information systems

- 20%


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Management




resources - 10%


15%


P3 MA Risk & Control Strategy

A. Management control systems - 15%

B. Risk & internal control - 20%

C. Review & audit of control systems -

15%D. Management of financial risk- 30%

E. Risk & control in information systems

- 20%


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P10 - TOPCIMA

P10 is a Test of Professional Competence inManagement Accounting

Based on a Case Study

There is no specific syllabus content -material from any part of the syllabus could

be potentially relevant when resolving the

problem set


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P10 - TOPCIMA

For students, the new P10 will involve muchthe same assessment activity as the current

Case Study

P10 will operate in the same way as thecurrent Case Study - publication of pre-seen

material at least 6 weeks before the exam,requiring study and research to be

undertaken by the student

Is it similar to the current Paper 15 - MA CaseStudy?


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P10 - TOPCIMA

Further unseen material will be provided inthe examination, together with the

requirements (question)

Is it similar to the current Paper 15 - MA CaseStudy?


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P10 - TOPCIMA

Assessment

A new assessment matrix will be used thathas a number of different assessment

criteria

Most significantly - more weight is attachedto knowledge and its correct selection andapplication when solving problems

So what is different to the current Paper 15 -MA Case Study?


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TOPCIMA Assessment Matr ix

Criterion Marks* Clear Pass Pass Marginal Pass Marginal Fail Fail Clear Fail

Technical 10

Thorough display of

relevant technicalknowledge.

9-10

Good display of relevant

knowledge.

6-8

Some display of relevant

technical knowledge.

5

Identification of some

relevant knowledge, butlacking in depth.

3-4

Little knowledge displayed,

or some misconceptions.

1-2

No evidence of knowledge

displayed, or fundamentalmisconceptions.

0

Application 10

Knowledge clearly appliedin an analytical andpractical manner.

9-10

Knowledge applied to thecontext of the case.

6-8

Identification of somerelevant knowledge, butnot well applied.

5

Knowledge occasionallydisplayed without clearapplication.

3-4

Little attempt to applyknowledge to the context.

1-2

No application ofknowledge displayed.

0

Diversity 10

Most knowledge areasidentified, covering a widerange of views. 9-10

Some knowledge areasidentified, covering a rangeof views. 6-8

A few knowledge areasidentified, expressing afairly limited scope.

5

Several importantknowledge aspectsomitted.

3-4

Many important knowledgeaspects omitted.

1-2

Very few knowledgeaspects considered.

0

Focus 10

Clearly distinguishesbetween relevant andirrelevant information.

9-10

Information used is mostlyrelevant.

6-8

Some relevant informationignored, or some lessrelevant information used.

5

Information used issometimes irrelevant.

3-4

Little ability to distinguishbetween relevant andirrelevant information. 1-2

No ability to distinguishbetween relevant andirrelevant information.

0

Prioritisation 10

Issues clearly prioritised ina logical order and basedon a clear rationale.

9-10

Issues prioritised withjustification.

6-8

Evidence of issues beinglisted in order ofimportance, but rationaleunclear. 5

Issues apparently inpriority order, but without alogical justification orrationale. 3-4

Little attempt atprioritisation or justificationor rationale.

1-2

No attempt at prioritisationor justification.

0

Judgement 10

Clearly recognisesalternative solutions.Judgement exercisedprofessionally. 9-10

Alternative solutions oroptions considered. Some

judgement exercised. 6-8

A slightly limited range ofsolutions considered.Judgement occasionallyweak. 5

A limited range of solutionsconsidered. Judgementsometimes weak.

3-4

Few alternative solutionsconsidered. Judgementoften weak. 1-2

No alternative solutionsconsidered. Judgementweak or absent.

0

Integration 10

Diverse areas ofknowledge and skillsintegrated effectively.

9-10

Diverse areas ofknowledge and skillsintegrated.

6-8

Knowledge areas and skillsoccasionally not integrated.

5

Knowledge areas and skillssometimes not integrated.

3-4

Knowledge areas and skillsoften not integrated.

1-2

Knowledge areas and skillsnot integrated.

0

Logic 20

Communication effective,recommendations realistic,concise and logical.

16-20

Communication mainlyclear and logical.Recommendationsoccasionally weak. 11-15

Communicationoccasionally unclear,and/or recommendationsoccasionally illogical. 10

Communication sometimesweak. Somerecommendations slightlyunrealistic. 5-9

Communication weak.Some unclear or illogicalrecommendations, or fewrecommendations. 1-4

Very poor communication,and/or norecommendations offered.

0

Ethics 10Excellent evaluation ofethical aspects. Clear andappropriate advice offered.

9-10

Good evaluation of ethicalaspects. Some appropriateadvice offered.

6-8

Some evaluation of ethicalaspects. Advice offered.

5

Weak evaluation of ethicalaspects. Little adviceoffered.

3-4

Poor evaluation of ethicalaspects. No advice offered.

1-2

No evaluation of ethicalaspects. Unethical, or no,advice offered.

0

TOTAL 100 *Note The number of available marks allocated to each criterion will normally be as shown.

CIMA January 2004


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Criterion Marks* Clear Pass Pass Marginal Pass

Technical 10

Thorough display of

relevant technical

knowledge.9-10

Good display of relevant

knowledge.

6-8

Some display of relevant

technical knowledge.

5

Id

rel

la

Application 10

Knowledge clearly appliedin an analytical andpractical manner.

9-10

Knowledge applied to thecontext of the case.

6-8

Identification of somerelevant knowledge, butnot well applied.

5

Kdiap

Diversity 10

Most knowledge areasidentified, covering a wide

range of views. 9-10

Some knowledge areasidentified, covering a range

of views. 6-8

A few knowledge areasidentified, expressing a

fairly limited scope. 5

Skn

o

Focus 10

Clearly distinguishes

between relevant andirrelevant information.

9-10

Information used is mostly

relevant.

6-8

Some relevant information

ignored, or some lessrelevant information used.

5

In

so

Prioritisation 10

Issues clearly prioritised ina logical order and based

on a clear rationale.9-10

Issues prioritised withjustification.

6-8

Evidence of issues beinglisted in order of

importance, but rationaleunclear. 5

Ispri

lora

Judgement 10

Clearly recognises

alternative solutions.Judgement exercisedprofessionally. 9-10

Alternative solutions or

options considered. Somejudgement exercised.

6-8

A slightly limited range of

solutions considered.Judgement occasionallyweak. 5

A

coso

Integration 10

Diverse areas ofknowledge and skills

Diverse areas ofknowledge and skills

Knowledge areas and skillsoccasionally not integrated.

Kso


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have a sound technical knowledge of thespecific subjects of the curriculum

This rewards the knowledge itself

Example:

Criteria - Technical


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can apply technical knowledge in ananalytical and practical manner

This is about the way in which theknowledge is used (or not!)

Example

Criteria - Application


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can solve a particular problem bydistinguishing the relevant information from

the irrelevant in a given body of knowledge

This relates to the data processing from thescenario and exhibits to the answer

Example:

Criteria - Focus


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Pract ical Experience Requ iremen ts

- Have They Changed?

The Career Profile will still be used to recordexperience

As part of our normal regular review, minorchanges may be made to experience areas

during the next 6 months, to widen scope

A new section will be added to the Careerprofile - The Record of Skills Development(RSD)


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The RSD requires students/passed finaliststo provide statements that document

instances where behavioural skills havebeen demonstrated and developed through

work experience

The aim of including the RSD is to signal theimportance that CIMA attaches to the

development of such skills by future

members


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The skill statements required in the RSD willfall within three headings:

personal skills

interpersonal skills

organisational skills


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Skill Type Your RecordPersonal Skills 1. A new CEO in my company requested from me a full report on the companys risk control systems

and areas for improvement, to be ready within one week.I had not been closely involved with this area before so to write the report I had to obtain backgroundinformation from a project manager who had introduced our system. To avoid him feeling that hisprevious judgement was being questioned I carefully planned and phrased my questions. Thisensured there was no emotional tension during our meetings. Also, the CEOs deadline meant that Ihad to work long hours - not only was there a lot to do but I wanted to impress the CEO with mybusiness knowledge. By reorganising my schedule, I was able to minimise the stress of meeting thedeadline and successfully delivered the report on time.

My performance in this project demonstrated personal skills in handling potentialconflict and stress.Interpersonal Skills 1. One of my key responsibilities has been compiling the companys annual budget based on inputs

from departmental managers throughout the organisation and budget committee discussions.When conducting this work I thought that certain managers did not seem to be taking the processseriously - they were slow in responding to requests for information and when reminded of what wasoutstanding were either off-hand or quite aggressive towards me.I approached these managers individually, explained my responsibility and tried to find out why theydid not think this work was important. Making this approach itself seemed to improve therelationships and I found out that they were suspicious of the budgeting process because it seemedtheir targets were adjusted regardless of their input. While I did not have the authority to alter theprocess, I did suggest to the head of my function that there was a communication gap which could

be filled by explaining to managers the purposes of budgeting and how our process works. Thissuggestion was taken up.Dealing with the apparently disgruntled managers in this case, finding out the cause of the problemand suggesting a possible response to my head all required substantial interpersonal skills.

Organisational Skills 1. In order to conduct the analysis described in item 1 under Personal Skills above, I had to obtain awide range of information both from appropriate documentation (of internal control systems) andfrom people within the organisation (to determine their relevant experience of operating the controlprocedures and to obtain their thoughts about potential shortcomings). This element of my workthus entailed considerable organisational skills in identifying the relevant sources of information andworking with other personnel to achieve an organisational objective. I also found that thisexperience considerably increased my network of contacts within the organisation, which I have

maintained and been able to use in other projects.


- The RSD


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Other exempting qualifications can be usedas an entry route into the CIMA Professional

Chartered Management AccountingQualification

The CIMA Cert i f icate in Bus iness

Accoun t ing - What is happening to i t?


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Lecturers conference 2004

Sponsored by


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CIMA Offic ial Study Systems

New editions

fully support the

new syllabus


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Key Dates and Dead l ines

May 2004 - exams under the current 2000syllabus

31 July 2004- last date for students toregister with CIMA under the current syllabus

1 August 2004- students transferred fromcurrent to new qualification - personalised

statements of their transition arrangements

(planned to be put on the web) November 2004- last exams under the

current 2000 syllabus


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Key Dates and Dead l ines

January 2005- exam results published forthe last diet of exams based on the 2000

syllabus

1 February 2005- students who sat theNovember 2004 exams have their personal

transition arrangements updated

May 2005- First exams under the new 2005Professional Qualification syllabus


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How Can You Keep Up To Date?

Reading CIMA Insider

The website

cimaglobal.com/professionalqualifications

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Documents

Advocates Event Syllabus