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Chartered Institute ofManagement Accountants
Chartered Institute ofManagement Accountants
The CIMA CerTIfICATe In ShAred ServICeS
Syllabus overview
The qualification addresses broad shared service centre issues and focuses on service specifics. The weightings have been applied based on feedback from respected practitioners and users.
Over the following pages, the Learning Outcomes for each module will be outlined in greater detail.
Introduction
Overview of the qualification
Historical context and basic principles of shared service modelsGeneric SSCcontrols, tools& techniques
Service specifics
A
B
C
D
E
F
G
H
10%
15%
15%
20%
10%
10%
10%
10%
Business tools and techniques that can be used in a shared services environment
Finance activities and processes in the context of shared services
Human resource activities and processes in the context of shared services
Information technology activities and processes in the context of shared services
Procurement activities and processes in the context of shared services
Business processes and service management methods
The governance and control frameworks for shared services
BRO
AD
PER
SPEC
TIV
ES
Assessments are designed to test deep knowledge of each topic area and go beyond desk instructions.
Assessments are designed to test deep knowledge of each topic area and go beyond desk instructions.
Shared Services as an industry has grown enormously over the last 15 years and diversified into new functional areas, new markets and is now developing into centres of excellence for the world’s leading businesses. Recognising that what underpins successful and sustainable growth for the industry is the right training and development for employees, CIMA has worked with world-class practitioners to produce a new, globally consistent qualification which will provide a talent and skills benchmark for both providers and clients. The CIMA Certificate in Shared Services is the first professional qualification certified by a global professional body for people in business working in global shared services and outsourcing functions.
A. Historical context and basic principles of shared service models (10%)
The history of the development of shared services.
The essential characteristics of shared services.
The characteristics, features and variations of the global business services market. External drivers including the PESTEL model.
Internal drivers – including both financial and non-financial factors.
Business change issues.
In-house provision, joint ventures and outsourcing.
The quantitative (financial and non-financial) considerations.
The qualitative (non-financial) considerations.
Risks and opportunities.
The definitions and features of the main shared service models (in-house, outsourced, on-shore and off-shore), their advantages and disadvantages.
Variations on the standard models.
The activities within the finance, human resources, information technology and procurement processes that may be suitable for transferring into a shared service.
A
B
C
A
B
C
Explain the historical context to the development of shared services.
Explain the strategic drivers which affect the development of a shared services approach.
Describe the basic organisational frameworks used to provide shared services.
Explain the matters to be considered when drawing up a business case for implementing a shared services approach.
Distinguish between the four main shared service models.
Describe the activities suitable for transferring into shared services.
Indicative syllabus contentComponent
On completion of their studies students should be able to:
B. Governance structures and control frameworks for shared services (10%)
The market, organisational, technology and volume and complexity drivers and their influence on organisational control methods.
The essential characteristics of the main governance structures (mandated, market-based, negotiated and business services).
Their advantages and disadvantages, including the impact of the different models on behaviours and business delivery.
The features, advantages and disadvantages of the main costing models (cost centre recovery, activity based costing, standard costing).
The features, advantages and disadvantages of transfer pricing.
The features, advantages and disadvantages of the main pricing models (cost plus, market price).
The impact of change on an organisation.
Enablers of change and barriers to change.
Change cycle models (Rodgers adoption curve and Fisher transition curve).
The importance of qualitative staff governance techniques.
The importance of quantitative staff governance techniques.
The importance of data security and methods to manage data security risks.
A
B
C
A
B
C
Explain the drivers that determine how a sharedservice should be organised.
Explain the different governance structures and business models.
Explain the different costing and pricing models used to account for shared services.
Explain the governance issues arising from introducing change.
Explain the governance techniques needed to manage staff.
Explain the governance issues arising from data ownership.
Indicative syllabus contentComponent
On completion of their studies students should be able to:
C. Business processes and service management methods (15%)
The basic stages of a process and the implications of each stage for operational efficiency.
The distinction between standardised and multiple methods of working.
The benefits of standardisation in improving the effectiveness of outcomes.
The features of the four management control methods for shared services (centralised services, functional shared services, multifunctional shared services and national/global business services) and their advantages and disadvantages.
The main shared service stakeholders and their specific concerns.
The essential characteristics of service management.
Qualitative measures of service quality.
Making a positive impact on the customer including measures of success.
Techniques to support effective service delivery.
A
B
C
A
B
C
Apply the different management control methods.
Explain end-to-end process mapping.
Explain the importance of standardising a business process.
Explain the different methods used to manage and control shared services.
Explain the issues to be considered in the effective management of shared service stakeholders.
Explain the management methods required for effective service delivery.
Indicative syllabus contentComponent
On completion of their studies students should be able to:
D. Business techniques and tools that can be used in a shared services environment (15%)
The phases of project management – project charter, project plan, implementing and monitoring plans (including use of Gantt charts) and project close out.
The role of service level agreements in shared services.
The factors to consider in the design and management of effective service level agreements including the impact of cultural expectations.
The key features of the 4C model and its use in improving efficiency and effectiveness in delivering outcomes.
The use of key performance indicators including the key features of the main types of indicators and their advantages and disadvantages.
The benchmarking process, the features of the main types of benchmarking including how they apply to shared services and advantages and disadvantages of each.
The principles of defect management and how it improves service delivery.
The use of Six Sigma including the DMAIC model and Fishbone diagrams to enhance operational performance.
A
B
C
A
Explain the role of project planning in shared services.
Describe and explain the use of service level agreements.
Explain the application of the 4C model to shared service operations.
Explain the tools used to measure performance.
Explain the tools used to improve efficiency and effectiveness.
Indicative syllabus contentComponent
On completion of their studies students should be able to:
B
E. Finance activities and processes in the context of shared services (20%)
The nature of basic finance operations (cash management, financial accounting, management accounting).
Key drivers of the finance department structure.
The key characteristics and efficient management of order management, customer billing, accounts receivable, credit collection and cash application.
The key characteristics and efficient management of bank reconciliations and treasury operations.
The key characteristics and efficient management of purchase order management, purchase invoice receipts, accounts payable, pro-forma invoices, purchasing cards and cash payments.
The key characteristics and efficient management of time and attendance and travel and employee expenses. The key characteristics and efficient management of payroll accounting, inventory accounting, contract accounting, project accounting, inter-company accounting, asset capitalisation and general accounting.
The key characteristics and efficient management of standard business performance reporting, business analysis, external reporting and tax filing.
A
C
D
E
Explain the main finance activities involved in shared services.
Explain the Order to Cash process.
Explain the Bank to Treasury process.
Explain the Purchase to Pay process.
Explain the Time to Expense process.
Explain the Account to Report process.
Explain Business Report to Account Filing process.
Indicative syllabus contentComponent
G
On completion of their studies students should be able to:
B
F
F. Human resource activities and processes in the context of shared services (10%)
The HR delivery methods (in-house, using application service providers, deploying business process outsourcing or a professional business process outsourced service).
The key drivers of the structure of HR provision within an organisation.
The key characteristics and efficient management of organisational design, workforce planning including gap assessment, compliance management, labour relations, benefits (both pay and non-pay), employee relations and HR reporting.
The key characteristics and efficient management of training and development, talent management and career planning.
The key characteristics and efficient management of hiring, payroll payment, payroll administration, pension administration, employee data management, health and welfare and employment termination.
A
B
C
D
Explain how HR services can be delivered within an organisation.
Explain how HR supports effective organisational change and business performance.
Explain the role of HR in developing staff.
Explain the basic HR processes and activities.
Component Indicative syllabus content
On completion of their studies students should be able to:
G. Information technology activities and processes in the context of shared services (10%)
Hardware, software, information systems (transactional and business intelligence systems).
The drivers of the structure of IT provision within an organisation.
The key characteristics and efficient practices for IT planning (business planning, enterprise architecture planning and governance and security management).
The key characteristics and efficient practices for systems development (build or buy), testing, training, systems changeover and systems evaluation and review.
The key characteristics and efficient management of systems maintenance, change control, IT help desk, contract management, controls to mitigateIT risk and business continuity planning.
A
B
C
D
Explain the main elements of an IT system.
Explain the main activities in IT planning.
Explain the key IT project activities.
Explain the main activities in IT operations management.
Indicative syllabus contentComponent
On completion of their studies students should be able to:
H. Supply chain activities and processes in the context of shared services (10%)
The nature of basic supply chain operations.
The key characteristics and efficient management of sourcing strategy e.g. alignment with corporate goals, supply market analysis and category management.
The key characteristics and efficient management of supplier selection, contract management and supplier relationship management.
The key characteristics and efficient management of determining requirements (including MRP planning), purchase requisition processing, receipting of goods and services, dispute management and compliance management.
A
B
C
Explain the key strategic supply chain activities.
Explain the tactical supply chain processes and activities.
Explain the basic supply chain processes and activities.
Indicative syllabus contentComponent
On completion of their studies students should be able to:
How the syllabus is delivered
Designed for the maximum flexibility in terms of learning style and pace whilst maintaining the assessment rigour of a best practice qualification.
CERTIFICATE IN SHARED SERVICES The fundamentals of the main operating models
Author Steven Swientozielskyj BA(Hons) MBA FCMA CGMA
Course textbooks.
Flexible learning. 24/7 availability. Access anywhere.
Self-guided pace. Fits around business cycles and projects.
Up to 100 hours study time.
Computer based objective test exams
at over 5,500 worldwide centres.
Individual certificates issued after completion.
CIMA26 Chapter StreetLondonSW1P 4NPUnited Kingdom
T. +44 (0)20 8849 2251
W. www.cimaglobal.com/sharedservices
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The skills you need in a changing worldChartered Global Management Accountant® (CGMA®) designation holders add value to the world’s leading organisations.
CIMA (Chartered Institute of Management Accountants), founded in 1919, is the world’s leading and largest professional body of management accountants, with over 218,000 members and students operating in 177 countries, working at the heart of business. CIMA works closely with employers and sponsors leading-edge research, constantly updating its qualification, professional experience requirements and continuing professional development to ensure it remains the employers’ choice when recruiting financially-trained business leaders.
CIMA has formed a joint venture with the American Institute of CPAs (AICPA) to establish the Chartered Global Management Accountant (CGMA) designation. CGMA is the global quality standard that further elevates the profession of management accounting. The designation recognises the most talented and committed management accountants with the discipline and skill to drive strong business performance.
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