Advocates Event Syllabus

2.
THE CIMA CHARTERED MANAGEMENT ACCOUNTING QUALIFICATION 2005
What the CIMA professional qualification looks likein 2005
Award - Member of the Chartered Institute of Management Accountants
Test of Professional Competence in Management Accounting (TOPCIMA)
Strategic Level
Paper P6 Management Accounting Business Strategy
Paper P3 Management Accounting Risk and Control Strategy
Paper P9 Management Accounting Financial Strategy
Award - CIMA Advanced Diploma in Management Accounting

Paper P2 Management Accounting Decision Management
Managerial Level
Paper P5 Integrated Management
Paper P8 Financial Analysis
Practical Experience Recorded as a Career Profile with record of skills development (RSD) Minimum of Three Years of Relevant Experience
Paper P4 Organisational Management and Information Systems Business Management Pillar
Paper P1 Management Accounting Performance Evaluation Management Accounting Pillar
Paper P7 Financial Accounting and Tax Principles Financial Management Pillar
Pre-requisite Entry Requirements (e.g. CIMA Certificate in Business Accounting)
Prior experience can be included
Award - Member of the Chartered Institute of Management Accountants
Test of Professional Competence in Management Accounting (TOPCIMA)
Strategic Level
Paper P6 Management Accounting Business Strategy
Paper P3 Management Accounting Risk and Control Strategy
Paper P9 Management Accounting Financial Strategy

Managerial Level
Practical Experience Recorded as a Career Profile with record of skills development (RSD) Minimum of Three Years of Relevant Experience
Pre-requisite Entry Requirements (e.g. CIMA Certificate in Business Accounting)
Prior experience can be included
Key Design Features
Separation of the Professional Chartered Management Accounting Qualification from the CIMA Certificate in Business Accounting New entry requirements to the CIMA Professional Qualification A qualification structure that is easy to understand
Three learning pillars separated into two levels - Managerial and Strategic
Key Design Features An International curriculum Fewer examinations Complete flexibility as to how students can
study for and sit the examinations for the six Managerial 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 on successful completion of the Managerial level subjects
Key Design Features
A new P10 - Test of Professional Competence
Opportunity to submit the Career profile for assessment of practical experience following completion of the CIMA Advanced Diploma (subject to having minimum 3 years of relevant experience)
Study Routes
Managerial Level - Alternative A
Strategic Level
Paper P6 Management Accounting Business Strategy Paper P3 Management Accounting Risk and Control Strategy Paper P9 Management Accounting Financial Strategy

Managerial Level
Study Routes
Managerial Level - Alternative B
Strategic Level

Managerial Level
Study Routes
Managerial Level - Alternative C
Strategic Level

Managerial Level
Study Routes
Strategic Level - No Alternative
Strategic Level

Managerial Level
FIN AL L
Current CIMA 2000 Curriculum
EVE
Paper 15 Case Study
Paper 13 Financial Strategy
Paper 12 Bus Strategy
Paper 14 Inform Strategy
FINAL LEVEL
INT
ERM
EDI
ATE
LEV
Paper 4 Finance
Paper 7 Financial Reporting
Paper 9 MA Decis Making
Paper 10 S&P Manage
EL
Paper 5 Business Taxation
Paper 6 Financial Accounting
Paper 8 MA Perf Manage
Paper 11 Organisat Manage
INTERMEDIATE LEVEL
EVE FOU NDA T IO NL
Paper 3a Econ for Bus
Paper 1 Financial Acc Fund
Paper 3c Business Mathematics
Paper 2 MA Fund
Paper 3b Business Law
FOUNDATION LEVEL

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%
New CIMA 2005 Curriculum

Strategic Level

Managerial Level

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%

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%
New location of current content

P7 Financial Accounting and Tax Principles
A. Principles of business taxation - 20% 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% B. Principles of regulation of financial reporting- 10% C. Single company financial accounts 45% D. Managing short term finance - 25%

P9 MA Financial Strategy A. Formulation of financial strategy - 20% B. Financial management - 30%
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%
C. Business valuations & acquisitions 25% D. Investment decisions & project control - 25%
FIN AL L
EVE
Paper 15 Case Study
Paper 13 Financial Strategy
Paper 12 Bus Strategy
Paper 14 Inform Strategy
FINAL LEVEL
INT
ERM
EDI
ATE
LEV
Paper 4 Finance
Paper 7 Financial Reporting
Paper 9 MA Decis Making
Paper 10 S&P Manage
EL
Paper 5 Business Taxation
Paper 6 Financial Accounting
Paper 8 MA Perf Manage
Paper 11 Organisat Manage
INTERMEDIATE LEVEL
EVE FOU NDA T IO NL
Paper 3a Econ for Bus
Paper 1 Financial Acc Fund
Paper 3c Business Mathematics
Paper 2 MA Fund
Paper 3b Business Law
FOUNDATION LEVEL

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%

Strategic Level

Managerial Level

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%

P5 Integrated Management A. The basis of strategic management 30% B. Project management - 40% C. The management of relationships - 30%

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%

P4 Organisational Management and Information Systems A. Information systems - 20% B. Change management - 10% 10 Systems & Project Management C. Operations management - 20% D. Marketing - 20% E. Managing human capital - 30%
(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%

P5 Integrated Management
A. The basis of strategic management 30%

B. Project management - 40% 10 Systems & Project Management C. The management of relationships 30%



B. Risk & internal control - 20% 10 Systems & Project Management C. Review & audit of control systems 15% D. Management of financial risk- 30% E. Risk & control in information systems - 20%



B. Risk & internal control - 20% 10 Systems & Project Management C. Review & audit of control systems 15% D. Management of financial risk- 30% E. Risk & control in information systems - 20%

P10 - TOPCIMA
P10 is a Test of Professional Competence in Management 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
P10 - TOPCIMA
Is it similar to the current Paper 15 - MA Case Study?
For students, the new P10 will involve much the same assessment activity as the current Case Study P10 will operate in the same way as the current Case Study - publication of pre-seen material at least 6 weeks before the exam, requiring study and research to be undertaken by the student
P10 - TOPCIMA
Is it similar to the current Paper 15 - MA Case Study?
Further unseen material will be provided in the examination, together with the requirements (question)
P10 - TOPCIMA
So what is different to the current Paper 15 MA Case Study?
Assessment A new assessment matrix will be used that has a number of different assessment criteria Most significantly - more weight is attached to knowledge and its correct selection and application when solving problems
TOPCIMA Assessment Matrix

Criterion
Technical Marks*
Clear Pass
Thorough display of relevant technical knowledge. 9-10 Knowledge clearly applied in an analytical and practical manner. 9-10 Most knowledge areas identified, covering a wide range of views. 9-10 Clearly distinguishes between relevant and irrelevant information. 9-10 Issues clearly prioritised in a logical order and based on a clear rationale. 9-10 Clearly recognises alternative solutions. Judgement exercised professionally. 9-10 Diverse areas of knowledge and skills integrated effectively. 9-10 Communication effective, recommendations realistic, concise and logical. 16-20 Excellent evaluation of ethical aspects. Clear and appropriate advice offered. 9-10
Pass
Good display of relevant knowledge. 6-8 Knowledge applied to the context of the case. 6-8 Some knowledge areas identified, covering a range of views. 6-8 Information used is mostly relevant. 6-8 Issues prioritised with justification. 6-8 Alternative solutions or options considered. Some judgement exercised. 6-8 Diverse areas of knowledge and skills integrated. 6-8 Communication mainly clear and logical. Recommendations occasionally weak. 11-15 Good evaluation of ethical aspects. Some appropriate advice offered. 6-8
Marginal Pass
Some display of relevant technical knowledge. 5 Identification of some relevant knowledge, but not well applied. 5 A few knowledge areas identified, expressing a fairly limited scope. 5 Some relevant information ignored, or some less relevant information used. 5 Evidence of issues being listed in order of importance, but rationale unclear. 5 A slightly limited range of solutions considered. Judgement occasionally weak. 5 Knowledge areas and skills occasionally not integrated. 5 Communication occasionally unclear, and/or recommendations occasionally illogical. 10 Some evaluation of ethical aspects. Advice offered. 5
Marginal Fail
Identification of some relevant knowledge, but lacking in depth. 3-4 Knowledge occasionally displayed without clear application. 3-4 Several important knowledge aspects omitted. 3-4 Information used is sometimes irrelevant. 3-4 Issues apparently in priority order, but without a logical justification or rationale. 3-4 A limited range of solutions considered. Judgement sometimes weak. 3-4 Knowledge areas and skills sometimes not integrated. 3-4 Communication sometimes weak. Some recommendations slightly unrealistic. 5-9 Weak evaluation of ethical aspects. Little advice offered. 3-4
Fail
Little knowledge displayed, or some misconceptions. 1-2 Little attempt to apply knowledge to the context. 1-2 Many important knowledge aspects omitted. 1-2 Little ability to distinguish between relevant and irrelevant information. 1-2 Little attempt at prioritisation or justification or rationale. 1-2 Few alternative solutions considered. Judgement often weak. 1-2 Knowledge areas and skills often not integrated. 1-2 Communication weak. Some unclear or illogical recommendations, or few recommendations. 1-4 Poor evaluation of ethical aspects. No advice offered. 1-2
Clear Fail
No evidence of knowledge displayed, or fundamental misconceptions. 0 No application of knowledge displayed. 0 Very few knowledge aspects considered. 0 No ability to distinguish between relevant and irrelevant information. 0 No attempt at prioritisation or justification. 0 No alternative solutions considered. Judgement weak or absent. 0 Knowledge areas and skills not integrated. 0 Very poor communication, and/or no recommendations offered. 0 No evaluation of ethical aspects. Unethical, or no, advice offered. 0
10
Application
10
Diversity
10
Focus
10
Prioritisation
10
Judgement
10
Integration
10
Logic
20
Ethics
10
TOTAL
100
*Note The number of available marks allocated to each criterion will normally be as shown. CIMA January 2004
Criterion
Technical
Marks*
Clear Pass
Thorough display of relevant technical knowledge. 9-10 Knowledge clearly applied in an analytical and practical manner. 9-10 Most knowledge areas identified, covering a wide range of views. 9-10 Clearly distinguishes between relevant and irrelevant information. 9-10 Issues clearly prioritised in a logical order and based on a clear rationale. 9-10 Clearly recognises alternative solutions. Judgement exercised professionally. 9-10 Diverse areas of knowledge and skills
Pass
Good display of relevant knowledge. 6-8 Knowledge applied to the context of the case. 6-8 Some knowledge areas identified, covering a range of views. 6-8 Information used is mostly relevant. 6-8 Issues prioritised with justification. 6-8 Alternative solutions or options considered. Some judgement exercised. 6-8 Diverse areas of knowledge and skills
Marginal Pass
Some display of relevant technical knowledge. 5 Identification of some relevant knowledge, but not well applied. 5 A few knowledge areas identified, expressing a fairly limited scope. 5 Some relevant information ignored, or some less relevant information used. 5 Evidence of issues being listed in order of importance, but rationale unclear. 5 A slightly limited range of solutions considered. Judgement occasionally weak. 5 Knowledge areas and skills occasionally not integrated.
10
Ide rel lac
Application
10
Kn dis ap
Diversity
10
Se kn om
Focus
10
Inf so
Prioritisation
10
Judgement
10
Iss pri log rat Al co so
Integration
10
Kn so

Example:
Criteria - Technical
have a sound technical knowledge of the specific subjects of the curriculum This rewards the knowledge itself

Example
Criteria - Application
can apply technical knowledge in an analytical and practical manner This is about the way in which the knowledge is used (or not!)

Example:
Criteria - Focus
can solve a particular problem by distinguishing the relevant information from the irrelevant in a given body of knowledge This relates to the data processing from the scenario and exhibits to the answer
P10 - TOPCIMA
So what is different to the current Paper 15 MA Case Study?
It is a stand alone test (after the Strategic level)
It is a pathway directly into membership for those who have previously had their practical experience assessed and approved
Practical Experience Requirements - Have They Changed?
The Career Profile will still be used to record experience

As part of our normal regular review, minor changes may be made to experience areas during the next 6 months, to widen scope A new section will be added to the Career profile - The Record of Skills Development (RSD)
Practical Experience Requirements - Have They Changed?
The RSD requires students/passed finalists to provide statements that document instances where behavioural skills have been demonstrated and developed through work experience
The aim of including the RSD is to signal the importance that CIMA attaches to the development of such skills by future members
Practical Experience Requirements - Have They Changed? The skill statements required in the RSD will
fall within three headings:
personal skills interpersonal skills organisational skills
Practical Experience Requirements - The RSD

Skill Type Personal Skills Your Record 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 background information from a project manager who had introduced our system. To avoid him feeling that his previous judgement was being questioned I carefully planned and phrased my questions. This ensured there was no emotional tension during our meetings. Also, the CEOs deadline meant that I had to work long hours - not only was there a lot to do but I wanted to impress the CEO with my business knowledge. By reorganising my schedule, I was able to minimise the stress of meeting the deadline and successfully delivered the report on time. My performance in this project demonstrated personal skills in handling potential conflict and stress. 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 process seriously - they were slow in responding to requests for information and when reminded of what was outstanding were either off-hand or quite aggressive towards me. I approached these managers individually, explained my responsibility and tried to find out why they did not think this work was important. Making this approach itself seemed to improve the relationships and I found out that they were suspicious of the budgeting process because it seemed their targets were adjusted regardless of their input. While I did not have the authority to alter the process, 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. This suggestion was taken up. Dealing with the apparently disgruntled managers in this case, finding out the cause of the problem and suggesting a possible response to my head all required substantial interpersonal skills. 1. In order to conduct the analysis described in item 1 under Personal Skills above, I had to obtain a wide range of information both from appropriate documentation (of internal control systems) and from people within the organisation (to determine their relevant experience of operating the control procedures and to obtain their thoughts about potential shortcomings). This element of my work thus entailed considerable organisational skills in identifying the relevant sources of information and working with other personnel to achieve an organisational objective. I also found that this experience considerably increased my network of contacts within the organisation, which I have maintained and been able to use in other projects.
Interpersonal Skills
Organisational Skills
The CIMA Certificate in Business Accounting - What is happening to it?
The Certificate (formerly the Foundation level) has been separated from CIMAs Professional qualification
It is now an entry requirement for the CIMA Professional Chartered Management Accounting Qualification
The CIMA Certificate in Business Accounting - What is happening to it?
Other exempting qualifications can be used as an entry route into the CIMA Professional Chartered Management Accounting Qualification
Lecturers conference 2004

Sponsored by
CIMA Official Study Systems

New editions fully support the new syllabus
Key Dates and Deadlines May 2004 - exams under the current 2000
syllabus
31 July 2004 - last date for students to register with CIMA under the current syllabus 1 August 2004 - students transferred from current 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
Key Dates and Deadlines
January 2005 - exam results published for the last diet of exams based on the 2000 syllabus 1 February 2005 - students who sat the November 2004 exams have their personal transition arrangements updated May 2005 - First exams under the new 2005 Professional Qualification syllabus
How Can You Keep Up To Date?
Reading CIMA Insider The website
cimaglobal.com/professionalqualifications
Ask us!

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2.

THE CIMA CHARTERED MANAGEMENT ACCOUNTING QUALIFICATION 2005

What the CIMA professional qualification looks likein 2005

Award - Member of the Chartered Institute of Management Accountants

Test of Professional Competence in Management Accounting (TOPCIMA)

Paper P6 Management Accounting Business Strategy

Paper P3 Management Accounting Risk and Control Strategy

Paper P9 Management Accounting Financial Strategy

Award - CIMA Advanced Diploma in Management Accounting

Paper P5 Integrated Management

Paper P8 Financial Analysis

Paper P4 Organisational Management and Information Systems Business Management Pillar

Paper P1 Management Accounting Performance Evaluation Management Accounting Pillar

Paper P7 Financial Accounting and Tax Principles Financial Management Pillar

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

Prior experience can be included

Award - Member of the Chartered Institute of Management Accountants

Test of Professional Competence in Management Accounting (TOPCIMA)

Paper P6 Management Accounting Business Strategy

Paper P3 Management Accounting Risk and Control Strategy

Paper P9 Management Accounting Financial Strategy

Award - CIMA Advanced Diploma in Management Accounting

Paper P5 Integrated Management

Paper P8 Financial Analysis

Paper P4 Organisational Management and Information Systems Business Management Pillar

Paper P1 Management Accounting Performance Evaluation Management Accounting Pillar

Paper P7 Financial Accounting and Tax Principles Financial Management Pillar

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

Prior experience can be included

Key Design Features

Key Design Features

A new P10 - Test of Professional Competence

Award - CIMA Advanced Diploma in Management Accounting

Paper P5 Integrated Management

Paper P8 Financial Analysis

Paper P4 Organisational Management and Information Systems Business Management Pillar

Paper P1 Management Accounting Performance Evaluation Management Accounting Pillar

Paper P7 Financial Accounting and Tax Principles Financial Management Pillar

Award - CIMA Advanced Diploma in Management Accounting

Paper P5 Integrated Management

Paper P8 Financial Analysis

Paper P4 Organisational Management and Information Systems Business Management Pillar

Paper P1 Management Accounting Performance Evaluation Management Accounting Pillar

Paper P7 Financial Accounting and Tax Principles Financial Management Pillar

Award - CIMA Advanced Diploma in Management Accounting

Paper P5 Integrated Management

Paper P8 Financial Analysis

Paper P4 Organisational Management and Information Systems Business Management Pillar

Paper P1 Management Accounting Performance Evaluation Management Accounting Pillar

Paper P7 Financial Accounting and Tax Principles Financial Management Pillar

Award - CIMA Advanced Diploma in Management Accounting

Paper P5 Integrated Management

Paper P8 Financial Analysis

Paper P4 Organisational Management and Information Systems Business Management Pillar

Paper P1 Management Accounting Performance Evaluation Management Accounting Pillar

Paper P7 Financial Accounting and Tax Principles Financial Management Pillar

Current CIMA 2000 Curriculum

Paper 15 Case Study

Paper 13 Financial Strategy

Paper 12 Bus Strategy

Paper 14 Inform Strategy

Paper 7 Financial Reporting

Paper 9 MA Decis Making

Paper 10 S&P Manage