CIMA MCS Study Plan Dashboard

CIMA SYLLABUS AND PAST PAPERS
MCS 2022 STUDY PLAN
CIMA - PROFESSIONAL QUALIFICATION Summary Notes
E2 BLUEPRINT E2 Summary notes
P2 BLUEPRINT P2 Summary notes
F2 Summary notes
F2 BLUEPRINT
2015 2016 2017 2018

2015 2016 2017 2018
E2 chapters
2019 2020 2021
SYLLABUS OUTCOME
E2A: Business models and value 1. The ecosystems of 2. The elements of

creation organisations business models
E2B: Managing people 1. Different types of 2. Individual and team

performance leadership and performance
management styles
E2C: Managing projects 1. The concepts and 2. Tools and

phases of projects techniques to manage
projects
F2A: Financing Capital Projects 1. Types and sources 2. Cost of long-term

of long-term funds funds
F2B: Financial Reporting Standards 1. Relevant financial 2. Relevant nancial

reporting standards for reporting standards for
revenue, leases, group accounts
nancial instruments,
F2C: Group Accounts intangible assets and
1. Group accounts
provisions 2. Additional disclosure
based on IFRS issues related to the
group accounts
F2D: Integrated Reporting 1. The integrated 2. The six capitals of

reporting framework integrated reporting
F2E: Financial Statements 1. Financial statements 2. Actions based on

insights from the
interpretation of nancial
statements
P2A: Managing the Costs of 1. Cost management 2. Quality management

Creating Value and cost transformation methodologies
methodology to manage
costs and improve pro
P2B: Capital Investment Decision tability
1. Data required for 2. The steps and
Making decision- making pertinent issues in the
decision- making
process
4. Pricing strategies
P2C: Managing and Controlling the 1. Responsibility 2. Approaches to the

Performance of Organisational centres reporting performance and control
Units of organisations
P2C: Managing and Controlling the 1. Responsibility 2. Approaches to the
Performance of Organisational centres reporting performance and control
Units of organisations
P2D: Risk and Control 1. Risk and uncertainty 2. Types of risk in the
associated with medium term
medium-term decision-
making
AND PAST PAPERS
Summary Notes
E2 Summary notes
P2 Summary notes
F2 Summary notes
2 chapters F2 chapters P2 chapters
TCOME
2. The elements of 3. New business models

business models in digital ecosystems
2. Individual and team 3. How to manage relationships

performance
2. Tools and 3. The concepts of project

techniques to manage leadership
projects
2. Cost of long-term
funds
2. Relevant nancial
reporting standards for
group accounts
2. Additional disclosure
issues related to the
group accounts
2. The six capitals of

integrated reporting
2. Actions based on 3. The limitations of the tools

insights from the used for interpreting nancial
interpretation of nancial statements
statements
2. Quality management 3. Value management

methodologies techniques to manage costs
and improve value creation
2. The steps and 3. Investment appraisal

pertinent issues in the techniques
decision- making
process
2. Approaches to the 3. Behavioural and transfer

performance and control pricing issues related to the
of organisations management of responsibility
centres
2. Approaches to the 3. Behavioural and transfer
performance and control pricing issues related to the
of organisations management of responsibility
centres
2. Types of risk in the
medium term
Content area Weighting P2 Summary Notes
A. Managing the Costs of Creating Value 20% Chapters 1 - 3
B. Capital Investment Decision Making 35% Chapters 4 - 6
C. Managing and Controlling the Performance of Organisational Units 30% Chapters 7 - 10
D. Risk and Control 15% Chapters 11 - 12
100%
P2A: Managing the Costs of Creating Value Skill level

Lead outcome Component outcome Remembering and understanding Application Analysis Evaluation Representative task statement
1. Cost management and cost transformation methodology to manage costs and improve pro tability a. Activity-based management (ABM) methodology P Understand how activity-based management uses activity-based costing (ABC) to drive profitability and customer satisfaction. What is the current costing system used - in the preseen
b. Cost transformation techniques P Understand the rationale for the use of ABC as the foundation for managing costs. Accurate costing
P Use activity-based management to improve ef ciency of repetitive overhead activities.
Analyse activity-based cost methods
in tracing costs to ‘cost objects’, such
as customers or distribution channels and the comparison of such costs with appropriate revenues to establish ‘tiered’ contribution levels, as in the activity-
P based cost hierarchy.
P Analyse customer pro tability and channel performance using activity- based management to identify areas for improvement.
2. Quality management methodologies a. JIT P Determine the impacts of just-in-time (JIT) production, the theory of constraints and total quality management (TQM) on ef ciency, inventory and cost.
b. Quality management P Determine the bene ts of JIT production, total quality management and theory of constraints and the implications of these methods for decision-making.
Demonstrate the concepts of JIT,
c. Kaizen P TQM and Kaizen and how they drive the continuous improvement of products and processes in an organisation.
d. Process re-engineering P Determine how business process re-engineering can identify non-value adding activities and reduce costs.
P2A: Managing the Costs of Creating Value (cont.) Skill level

3. Value management techniques to manage costs and improve value creation a. Target costing P Calculate target costs and target prices and identify methods to reduce any cost gaps.
Determine how research and development, product design, process environment, production, distribution, marketing and customer service work together to
b. Value chain analysis P improve products and services for customers.
P Analyse the value chain and management of contribution/pro t generated throughout the chain.
c. Life cycle costing P Understand life cycle costing and its implications for marketing strategies.
P Use life cycle costing and budgeting in costing decisions.
33
P2B: Capital Investment Decision Making Skill level
1. Data required for decision- making a. Relevant cash flows P Determine relevant cash flows and their timings for the entire project life cycle including consideration of tax, inflation and working capital.
P Calculate relevant cash flows taking account of tax, inflation and working capital and the use of perpetuities to derive nal project value.
P Determine non- nancial factors in medium-term decision-making.
b. Non- nancial information P Determine the bene ts, costs and common problems with collecting, analysing and presenting high-quality data.
P Determine the role of business intelligence systems in identifying new business opportunities and reducing costs.
Understand the process of investment decision-making, including origination of proposals, creation of capital budgets, go/ no-go decisions on individual
2. The steps and pertinent issues in the decision- making process a. Investment decision- making process P projects (where judgements on qualitative issues interact with nancial analysis).
b. Discounting P Determine the nancial consequences of dealing with medium-term projects, in particular the importance of accounting for time value of money.
P Use discounting, including the use of annuities in comparing projects with unequal lives.
c. Capital investments as real options P Use pro tability index in capital rationing situations.
P Determine capital investment real options (i.e. to make follow-on investment, abandon or wait decisions).
Managementlevelexaminationblueprint 34
P2B: Capital Investment Decision-making (cont.) Skill level
3. Investment appraisal techniques a. Payback P Calculate Accounting rate of return (ARR), payback, Net present value (NPV), Internal rate of return (IRR), modi ed IRR (based on a project’s terminal value).
b. ARR P Analyse the relative strengths and weaknesses of ARR, payback, NPV, IRR, modi ed IRR (based on a project’s terminal value).
c. IRR P Use NPV, IRR and payback to analyse nancial aspects of projects and prioritise accordingly.
d. NPV P Use investment appraisal techniques for prioritisation of projects that are mutually exclusive.
P Use investment appraisal techniques for comparison of projects that have unequal lives.
4. Pricing strategies a. Pricing decisions P Understand pricing decisions.
Analyse pricing strategies and the nancial consequences of market skimming, premium pricing, penetration pricing, loss leaders product
b. Pricing strategies P bundling/operational extras and product differentiation to appeal to different market segments.
35
P2C: Managing and Controlling the Performance of Organisational Units Skill level
a. Cost centres, revenue centres, pro t centres and
1. Responsibility centres reporting investment centres P Analyse responsibility centres and responsibility accounting and the relationship to an organisation’s strategy (e.g., cost, revenue, pro t and investment centres).
P Analyse how controllable and uncontrollable costs and revenues impact a manager’s performance related to responsibility centres.
P Analyse appropriate costs and measures of performance for responsibility centres.
Use data analytics and visualisations
P to analyse responsibility centres to enhance management performance and accountability.
b. Reports for decision- making P Prepare the reports used for each type of responsibility centre to assist management assess performance.
Identify and calculate key KPIs for
2. Approaches to the performance and control of organisations a. Budgets and performance review P each type of responsibility centre (e.g., pro tability, liquidity, asset turnover, return on investment, residual income and economic value added).
P Analyse key KPIs for each type of responsibility centre.
b. Other approaches to performance review P Use internal and external benchmarking as a key input in performance evaluation.
P Use non- nancial measures as a key input in performance evaluation.
P Use a balanced scorecard approach to measure an organisation’s performance from the four key perspectives.
Managementlevelexaminationblueprint 36
P2C: Managing and Controlling the Performance of Organisational Units (cont.) Skill level
Understand the likely behavioural consequences of performance measurement within an organisation including the behavioural consequences of
performance management and control in responsibility centres and the behavioural consequences arising from divisional structures including internal
3. Behavioural and transfer pricing issues related to the management of responsibility centres a. Behavioural issues P competition and internal trading.
b. Use and ethics of transfer pricing P Understand the theory of transfer pricing, including perfect, imperfect and no market for the intermediate good.
P Calculate negotiated, market, cost-plus and variable cost-based transfer prices.
P Determine dual transfer prices and lump sum payments as means of addressing some of the issues that arise in transfer pricing decisions.
P Determine how the different methods of calculating transfer prices affect manager autonomy, motivation, goal congruence and unit performance.
P Analyse the effects of transfer pricing on divisional and group pro tability.
37
P2D: Risk and Control Skill level
Lead outcome Component outcome Remembering and understanding Application Analysis Evaluation Representative task statement v
1. Risk and uncertainty associated with medium-term decision-making a. Sensitivity analysis P Use sensitivity analysis, expected values, standard deviations and probability tables to quantify and analyse risk.
b. Analysis of risk P Use probabilistic models and interpretations of distribution of project outcomes for risk quanti cation.
P Use the results of digital analyses to test the impact of varying inputs on project viability.
P Use decision trees for multi-stage medium-term decision problems.
P Understand decision-making in conditions of uncertainty.
2. Types of risk in the medium term a. Types of risk P Determine upside and downside risks.
b. Managing risk P Use the TARA framework — transfer, avoid, reduce and accept.
P Determine business risks and the ethical implications and risk to the public interest.
P Determine the costs and bene ts associated with investing in information systems and big data.
Content area Weighting F2 Summary Notes
A. Financing Capital Projects 15% Chapters 1-3
B. Financial Reporting Standards 25% Chapters 4 - 10
C. Group Accounts 25% Chapters 11 - 17
D. Integrated Reporting 10% Chapters 18
E. Working with Financial Statements 25% Chapters 19
100%
F2A: Financing Capital Projects Skill level

Lead outcome Component outcome Remembering and understanding Application Analysis Evaluation
a-b. Long-term debt

1. Types and sources of long-term funds and equity finance P
c. Markets for long-

term funds P
2. Cost of long-term funds a. Cost of equity P
b. Cost of debt P
P
P
c. Weighted average
cost of capital P
F2B: Financial Reporting Standards Skill level
1. Relevant financial reporting standards

for revenue, leases, nancial instruments,
intangible assets and provisions a. Revenue P
b. Leases P
c. Provisions P
d. Financial
instruments P
P
e. Intangible assets P
f. Income taxes P
P
g. Changes in foreign
currency rates P
F2B: Financial Reporting Standards (cont.) Skill level
2. Relevant nancial reporting standards for a. Relevant IFRS for

group accounts each P
P
P
P
P
Managementlevelexaminationblue
print 42
F2C: Group Accounts Skill level
a-d. Statement of
nancial position,
statement of pro t or
loss and other
comprehensive
income, statement
of changes in equity
and statement of
1. Group accounts based on IFRS cash flows P
P
P
P
P
a. Transaction
2. Additional disclosure issues related to between related
the group accounts parties P
b. Earnings per share P
43
F2D: Integrated Reporting Skill level
a. The role of the
international
1. The integrated reporting framework council (IIRC) P
b. Integrated thinking P
c. The international
framework P
P
a. The measurement
and disclosure issues
of nancial capital,
manufactured capital,
intellectual capital,
human capital, social
and relational capital
2. The six capitals of integrated reporting and natural capital P
P
Managementlevelexaminationblue
print 44
F2E: Financial Statements Skill level
a. Performance,
position, adaptability
1. Financial statements and prospects P
P
2. Actions based on insights from the a. Recommended
interpretation of nancial statements actions P
a-b. Data limitations
3. The limitations of the tools used for and limitations of
interpreting nancial statements ratio analysis P
Representative task statement
Understand the characteristics of types of shares and
long-term debt (e.g., ordinary and preference shares,
bank loans and bonds).
Understand the markets and methods of raising long-
term nancing including the operation of the stock and
bond markets, share and bond issues and role of
advisors.
Calculate the cost of equity using the dividend valuation
model, with and without growth in dividends.
Calculate the post-tax cost of debt for an incorporated
entity.
Calculate the yield to maturity of bonds and post-tax cost
of bonds.
Calculate the post-tax cost of convertible bonds up to
and including conversion.
Calculate the weighted average cost of capital (WACC)
for an incorporated entity.

Apply the basic principles of the ve-step approach to
revenue recognition and the criteria for satisfaction of
performance at point in time and over time. (Including
sale with right of return, warranties and principal vs.
agent) (Excluding costs of obtaining and ful lling a
contract).
Apply the basic recognition, initial measurement and
subsequent measurement principles in the nancial
statements of the lessor (excluding sale and leaseback
and manufacturer-dealer lessors).
Apply the recognition and measurement principles for
provisions and determine the need for and the nature of
disclosures of contingent assets and liabilities.
Apply the basic recognition and measurement principles
of nancial instruments (excluding derecognition,
embedded derivatives, impairment of nancial assets,
hedge accounting and calculations for investments in
debt held at fair value through OCI).
Determine whether a nancial instrument is a nancial
asset, liability or equity instrument.
Apply the recognition (and derecognition), initial
measurement and subsequent measurement principles
in the nancial statements.
Record the current tax expense and liability (including
under/over provisions in respect of previous periods).
Calculate and account for deferred tax in relation to
accrued expenses, accrued income, accelerated tax
depreciation, revaluations and losses.
Determine the functional currency and presentation
currency of an entity and translate foreign currency
transactions and balances.

Understand that equity, pro t for the year and total
comprehensive income must be allocated between the
owners of the parent and the non-controlling interest.
Understand the three possible methods for measuring

the investment in a subsidiary, associate, or joint venture
in the separate nancial statements of the parent.
Determine if an entity has signi cant influence or joint
control over another entity.
Understand how to calculate and present goodwill
(including negative goodwill) including fair value
adjustments.
Understand that non-controlling interest at acquisition
may be measured at fair value or at the proportionate
share of net assets.
Determine whether an entity is a subsidiary by applying
the three-part de nition of control.
Understand the difference between a joint operation and

a joint venture and their respective accounting treatment.
Prepare group accounts based on IFRS including the

consolidated statement of nancial position, consolidated
statement of pro t or loss and other comprehensive
income, consolidated statement of changes in equity and
consolidated statement of cash flows.
Consolidate subsidiaries including calculation of
goodwill (including fair value adjustments), non-
controlling interests and consolidated reserves. Eliminate
intra-group transactions, balances and unrealized pro t
on transfer of inventory.
Apply equity accounting to associates and joint ventures
in the group nancial statements.
Translate and consolidate foreign subsidiaries.
Prepare extracts from the consolidated statement of
cash flows under the indirect method.
Determine the need for and the nature of disclosure of

transactions between related parties.
Calculate basic and diluted earnings per share (EPS).
Understand the role of the international integrated

reporting council (IIRC).
De ne integrated thinking.
Understand the objective of the international integrated

reporting framework.
Understand the bene ts and limitations of the
international integrated reporting framework.
De ne the six capitals.

Understand the principles of disclosure of the capitals in
the international integrated reporting framework.

Calculate ratios relevant for the assessment of an
entity’s nancial performance, nancial position and
nancial adaptability.
Determine the nancial performance, nancial position and
nancial adaptability of an entity based on the information
contained in the nancial statements.
Use the dimensions of the Gartner Data Analytics
maturity model — descriptive, diagnostic, predictive and
prescriptive.
Analyse the actions that could be taken to improve an
entity’s nancial performance and nancial position,
including the use of predictive and prescriptive ratios.
Understand the limitations of ratio analysis based on the
nancial statements that can be caused by internal and
external factors including inter-segment and international
comparisons.
Content area
E2 summary notes A
B
Chapters 1 - 5 C
Chapters 6 - 8
Chapters 9 - 11
E2A: Business models and value creation Skill level

1. The ecosystems a. Markets and

of organisations competition P
P
b. Society and
regulation P
P
P
P
a. Concept of value
2. The elements of and the business
business models model P
b. De ning value P
c. Creating value P
d. Delivering value P
e. Capturing and
sharing value P
E2A: Business models and value creation

(cont.) Skill level
3. New business a. Digital business
models models and their
in digital related operating
ecosystems models P
P
P
27
E2B: Managing people performance Skill level
1. Different types
of leadership and
management a. Different
styles leadership concepts P
b. Types of
leadership P
c. Leadership in
different contexts P
a. Employee
2. Individual and performance
team performance objective setting P
P
b. Employee
appraisals P
P
c. Coaching and
mentoring P
d. Managing work
place environment P
Managementle
velexamination
blueprint 28 people performance
E2B: Managing
(cont.) Skill level
3. How to manage a. Building and
relationships leading teams P
b. Communications P
P
c. Negotiations P
d. Managing conflicts P
29
E2C: Managing projects Skill level
1. The concepts
and phases of
projects a. Project objectives P
b. Key stages of the
project life cycle P
2. Tools and a. Project
techniques to management tools
manage projects and techniques P
b. Project risk
management tools P
P
P
3. The concepts of
project leadership a. Project structure P
b. Roles of key
project personnel P
c. How to manage
project stakeholders P
Weighting P2 Summary Notes
Business Models & Value Creation Chapters 1 - 5
Managing People Performance Chapters 6 - 8
Managing Projects Chapters 9 - 11
Understand why ecosystems are beginning to emerge and how they differ from
traditional markets.
Understand the fundamental components of an ecosystem.
Understand the participants in an ecosystem and their associated role within the
environment.
Understand the products or services in the ecosystem and rules governing the
ecosystem, the connections of elements and course of interactions.
Understand how technology is driving the emergence of ecosystems that are
connected, open, simple and intelligent, and fast and scalable.
Understand the costs and risks of shifting from a traditional market to a business
ecosystem.
Understand how a business model shows how an organisation de nes, creates,

delivers and captures value for its customers, investors, stakeholders and itself.
Understand the steps in de ning value: identifying stakeholders, ranking stakeholders,

needs of important stakeholders and formulating value propositions for stakeholders.
Understand the main features that must connect and align in order to create value.
Understand the main features of delivering value to customers.
Understand the three main features of capturing and sharing value to stakeholders:
cost model, revenue model and distribution of surplus.
Determine the strategies businesses can use to survive digital disruption and build
disruptive and resilient business models.
Analyse strategies to build disruptive business models using the build, buy, partner,
invest and incubate/accelerate models.
Analyse strategies to create digital operating models.
Analyse the steps to build a digital workforce including: attract and retain talent,
become an employer of choice, create a workforce with digital skills, bring leadership
into the digital age, foster a digital culture, create environments where humans and
robots can work together, integrate on-demand workforce.
Understand fundamental and contemporary concepts in management including the

concepts of power, authority, delegation and empowerment.
Understand different approaches to leadership including personality/traits, style,
contingency/situational, transactional/ transformational and distributive.
Understand leadership in different contexts including leadership of virtual teams and
the ethical implications of leadership.
Understand performance management and associated frameworks.
Determine how behavioural aspects of control impact target setting and management
by objectives and impacts employee alignment, empowerment and engagement.
Understand different approaches to employee performance appraisals.

Determine the impact rewards have
on employee performance and the disciplinary and grievance procedures in resolving
poor performance.
Determine the impact of coaching and mentoring on enhancing individual and
organisational performance.
Analyse organisational culture and the relationship to employer and employee
responsibilities in managing the work environment, diversity and equality practices and
health and safety in the workplace.

Understand the characteristics of high performing teams, the factors associated with
effective teamwork and motivating team members.
Understand the importance of effective communication skills for the Chartered Global
Management Accountant and the importance of non-verbal communication and
feedback.
Understand the communication process, the types of communication tools and their
use (including digital tools) and ways of managing communication problems.
Understand the process of negotiation and importance of developing effective skills
and strategies for influence, persuasion and negotiation.
Understand the sources and causes of conflict in organisations and strategies for
managing conflict to ensure working relationships are productive and effective.

Understand how the overall project objectives are measured by time, cost and quality.
Understand the purpose and activities associated with the key stages of the project
life cycle.
De ne workstreams for projects and use work breakdown schedule, Gantt charts,
network analysis, data visualisations and PERT charts to describe and review the
tasks involved in completing a project.
Determine the sources and types of project risks.

Determine how scenario planning can be used to mitigate or manage project risks.
Determine the contribution of project management software to the overall success of
a project.
Understand project structures, including matrix structure and their impact on project
achievement.
Understand the role and attributes of an effective project manager, the role of other
key members of the project team and the life cycle of project teams.
Understand how managing key project stakeholders and leading and motivating a
project team is critical to the success of a project.
E2 Chapters F2 Chapters P2 Chapters
Chapter 1 - The concept of business ecosystems Long term finance Activity based costing and Activity based management
Chapter 2 - Alternative approaches to business models Cost of capital The modern business environment
Chapter 3 - Business models in digital ecosystems Financial instruments Costing techniques
Chapter 4 - Leadership and management Earnings per share Data required for decision making
Chapter 5 - Controlling performance - part 1 Leases The investment decision making process
Chapter 6 - Controlling performance - part 2 Revenue from contracts with customers Investment appraisal - further aspects
Chapter 7 - Building, leading and managing teams Provisions, contingent liabilities and contingent assets The pricing decision
Chapter 8 - Managing organisational relationships Intangible assets Responsibility centres
Chapter 9 - The concept of project management Income taxes Alternative measures of performance
Chapter 10 - Project management - tools and techniques Foreign currency transactions Transfer pricing
Chapter 11 - Project leadership Group accounts - Subsidiaries (CSOFP) The treatment of uncertainty and risk in decision making
Group accounts - Subsidiaries (CSPLOCI) Risk management
Group accounts - Associates and joint arrangements
Consolidated statement of changes in equity
Consolidated statement of cashflows
Foreign subsidiaries
Related party disclosures
Integrated Reporting
Analysis of financial statements
Year Month Variant Section Technical Skills
2015 March 1 1 Contract costing 12

2015 March 1 2 Profit recognition 12
2015 March 1 3 Balanced scorecard 12
2015 March 1 4
2015 March 2 1 Errors in assumptions 13
2015 March 2 2 Share price and
Advantages and WACC 11
2015 March 2 3 disadvantages 13
2015 March 2 4 government
2015 March 3 1 grant
close production 26
2015 March 3 2 line
financial 16
2015 March 3 3 statements 22
2015 March 3 4 expected values
2015 March 4 1 and probabilities 25
2015 March 4 2 activity based
2015 March 4 3 accounting
means of raising 25
2015 March 4 4 cash 14
2015 March 5 1 Risks affecting revenue 12
2015 March 5 2 Control
2015 March 5 3 of hiring 14
2015 March 5 4 Tax, pricing 12
regulatory
2015 May 3 environment 12
recommend appropriate
reports to underpin a TQM
management
approach
Advise on risks
2015 May 4 1 of new venture 8 and 7
2015 May 4 2 and their
2015 May 4 3 interests
subsidiary 10
2015 May 4 4 relationship
dysfunctional 12
2015 May 5 1 behaviour
investment 6
2015 May 5 2 appraisal
definition of the 12
2015 May 5 3 related party 12
customer
2015 May 5 4 Activity-Based
service levels 6
2015 Aug 1 1 management 12
2015 Aug 1 2
2015 Aug 1 3 Pricing issues
associated with 12
2015 Aug 1 4 share
projectoptions 11
2015 Aug 2 1 evaluation 12
2015 Aug 2 2 Risk evaluation 12
2015 Aug 2 3
2015 Aug 2 4 Lifecycle costing 12
2015 Aug 3 1 Target costing
financial 12
2015 Aug 3 2 statements 12
2015 Aug 3 3
2015 Aug 3 4 Identify relevant
2015 Aug 4 1 risks
divisional 12
2015 Aug 4 2 Goodwill
structure 12
2015 Aug 4 3 valuation 12
2015 Aug 4 4
2015 Aug 5 1 Segmental
2015 Aug 5 2 reporting
implications of 12
2015 Aug 5 3 grey importsgrey
identifying 12
2015 Aug 5 4 Conduct
exportersvalue 11
2015 Nov 1 1 chain analysis
substance of a 16
2015 Nov 1 2 contract 12
2015 Nov 1 3 on capital
2015 Nov 1 4 employed
of net present 8
2015 Nov 2 1 value 14
2015 Nov 2 2 Identify risks 13
2015 Nov 2 3 Recognise
2015 Nov 2 4 revenue 12
2015 Nov 3 1 implications of
2015 Nov 3 2 investment
viability of 13
2015 Nov 3 3 business
business plan 14
2015 Nov 3 4 proposal 8
2015 Nov 4 1 Advise on
2015 Nov 4 2 operational
treatment ofrisks 13
2015 Nov 4 3 investments
and quality 11
2015 Nov 4 4 Advise
issues on cost 11
2015 Nov 5 1 of equity
substantial 13
2015 Nov 5 2 shareholding
selling new 11
2015 Nov 5 3 software 11
2015 Nov 5 4 BSC
Business skills People Skills Leadership Skills
Economic forces 12
Challenges 11
Strategy
Driving 11 Influence
Motivating project performance 9 subcontractors 15
manager 10
WACC and Strategy 12 Partnership
agreement 11 Driving
Communication 9 performance 7 and 8
factors to the Communication 2
decision 6
and the ethical Ethical stance
Quality circles 7 issue 12 adopted 6
Communication 3
Out-sourcing 16 Bonus scheme 11 Bonus scheme 3
Management strategy 11
Communication
Negotiation of 8 Motivation 15
transfer prices 10
Reputation 12
risks associated with

switching 11
advise on the
application of
motivation of TQM 8 advise on change motivation of
employees
stakeholders and 4 with
management
selected issues 8 employees 4
their interests 11 stakeholders 10 management
identify dysfunctional reports
collaboration on 12
investment behaviour 6 and 5 setting KPIs 6
appraisal
advise on market 11
environment 12
customer service business
levels 6 Change
relationship 12
centralised buying divisional buying management 12
departments
brand range in 12 departments 12
competition with us 11 some staff with
underpinning share options 12
project evaluation 12
Negotiation strategy 12 Draft balanced
Feasibility study 11 change to scorecard 12
exploiting leaked formulation 11
information 12
demotivating
colleagues 12 Using Big Data 12
Decisionbusiness
Evaluate making 11
strategy 12 management
moving to two shift structure 11
exploitation of cost system
Change 12
saving project
Evaluate 11 management issues 12 manager’s
appraisal
Balanced 12 motivation 12
scorecard 12
Draft press release 11 cooperation within
industry 12 business
Analyse cost relationships 15
implications
redundancy 11 department head’s
process 12 performance
directors’ stock 12
in terms of options 8
strategic direction 15 managers’
Understand pricing Negotiate with performance 12
strategies 8 Behave
clients 8
professionally
from dysfunctional 12 disciplinary
exiting a key behaviour 14 action 13
business area 12
Advise on risks 13 Retain trained and
interpretation of marketable staff 7 Advise on value
unadjusted
substance ofreports 12 of staff training 13
investment 12 of staff for special
schemeon retention
Advise 11
of loss of key of long-serving staff 11
executive 13 implications of
executive director creative accounting 10
in management 10 Advise on of reducing BSC
interpretation of BSC 13 to a single score 13
Integration Total
1 25
2 25
2 25
1 25 100
2 25
2 25
1 25
1 25 100
28
3 25
22
25 100
3 31
30
25
14 100
2 25
2 25
1 25
1 25 100
2 25
2 25
1 17
2 33
1 25 100
2 25
2 25
1 25
1 25 100
1 25
1 25
2 25
2 25 100
1 25
1 25
2 25
2 25 100
1 25
2 25
1 25
2 25 100
1 25
2 25
1 25
2 25 100
1 25
1 25
2 25
2 25 100
2 33
2 25
1 25
1 17 100
2 31
2 27
1 17
1 25 100
2 29
2 27
1 28
1 16 100
2 27
2 27
1 23
1 23 100
2 28
1 22
1 22
2 28 100
Year Month Variant Section Technical Skills
FEBRUAR
2016 1 1 Advise on value chain 6
Y
2 Accounting issues 14
3 Realistic targets 8
Impact on financial
4 8
statements
36
Evaluate current strategic

2 1 11
aims
Evaluate learning curve
2 12
issues
Evaluate related party

3 12
relationship
35
Evaluate performance of
3 1 6
foreign operations
Evaluate assumptions
2 underlying project 12
appraisal
Evaluate sensitivity of
3 6
performance
Evaluate currency issues

associated with financial 11
reporting
4
35
Analyse financial data.

4 1 Evaluate downside risks of 23
changing product
Evaluate ethical
3 implications of aggressive 8
accounting
Evaluate price skimming

4 8
strategy
Evaluate accounting rate of

5 1 12
return
Evaluate cash flow

analysis. Evaluate use of
2 8&8
WACC in project
appraisals
Recommend approach to
3 6
target setting
4
34
Evaluate strategic
2016 MAY 1 1 15
investment
Recommend basis for

3 8
guaranteeing payment
23
2 1
Advise on integrated
2 15
reporting
Hedge foreign currency

3 7
exposure
22
3 1
Recommend financing
2 15
strategy
Discuss prospective share

3 8
price movement
6 23
Identify exploitable
4 1 15
synergies
3 Advise on share exchange 8
5 1
Advise on environmental
2 15
reporting
3 Evaluate business proposal 8
Discuss key
2016 Aug 1 1 cost questions 12
2016 Aug 1 2 accounting
2016 Aug 1 3 treatment
potential share 12
2016 Aug 1 4 Discuss
price impact
cost of 12
2016 Aug 2 1 quality 12
2016 Aug 2 2 commercial
2016 Aug 2 3 risks
warranty 12
provision
criteria 12
2016 Aug 3 1 for optimisation 12
2016 Aug 3 2 financial
2016 Aug 3 3 statements
planning 12
2016 Aug 3 4 Apply
variances
target 12
2016 Aug 4 1 costing
intangible 12
2016 Aug 4 2 assets
foreign 12
2016 Aug 4 3 subsidiary 12
2016 Aug 4 4 dysfunctional
2016 Aug 5 1 behaviour 11
2016 Aug 5 2 Discuss goodwill
valuation 11
2016 Aug 5 4 business risks 12
Nov 2017 1 1 Evaluate business risks 12
Discuss accounting
2 treatment to sale and 12
leaseback arrangement
4 11
Evaluate performance
Identify business risks

2 1 12
Recommend accounting
2 12
treatment
Recommend response to
3 12
currency risks
Discuss sources of long-

3 1 12
term funding
Evaluate investment
2 12
appraisal techniques
3
Advise on accounting
4 12
treatment
4 1 Discuss business risk 12
Recommend accounting
2 12
treatment
Discuss interpretation of
4 12
ratios
Discuss impact of
5 1 investment on financial 12
statements
Advise on ethics of
2 12
accounting choice
3 Discuss key risks 12
4
Business skills People Skills Leadership Skills
Advise on staff
Recommend on low -
invovlement in
cost versus product 12 6
creating the value
differentiation
chain
Supply chain ethics 9
Balance scorecard 8 Relax target 7
Alternative supply
Net present value 8 8
chain
20 17 15
Identify potential
12
opportunities
Advice on project
11
implementation
Evaluate conflict Evaluate conflict
between groups of 8 between groups of 4
employees employees
Evaluate boards Advice on managers

12 12
performance remuneration
23
Evaluate potential for Evaluate performance

11 6
overseas expansion of foreign operations
Advice on project
12
management issues
Encourage franchise 3 Upside 3

Evaluate impact of
national culture on
18 Reporting 6
business relationships,
ethics monitoring
23 21 15
Advise on competitor
and customer analysis. Advise on competitor
8
Evaluate downside risks and customer analysis.
of changing product.
Evaluate risks and Evaluate risks and

7 8
benefits of outsourcing benefits of outsourcing
Evaluate price skimming Recommend change

8 12
strategy management issues
Evaluate new business Evaluate new business

6 6
proposal proposal
Evaluate conflict
between performance 7
measures
Recommend approach to Recommend equality Recommend equality

6 6 6
target setting and diversity practice and diversity practice
Advice on customer
value analysis. Recommended
Advice on customer
4 Recommended 15 approach to staff 4
value analysis
approach to staff motivation
motivation
23 21 16
Implications for
15
stakeholders
Establish priorities for
Recommended
15 different business 16
approach to monitoring
units
Evaluate implications of
Recommend liaison Discuss ethical
awarding building 7 7 8
team’s responsibilities implications
contract
22 22 24
Analyse strategic
Evaluate ethical
implications of business 15 16
arguments
change
Recommend approach
15
to managing key event
Advise on debt versus Recommend role for Resolve share price

8 7 8
equity internal audit query
23 23 23
Advise on ethical Resolve bribery

15 15
issues dilemma
using poorly paid foreign 16
employees
Advise on “golden
Justify resignation of Discuss severance
7 8 parachutes” and 7
CEO payment to CEO
agency
23 23 22
Advise on merger 16
Advise on aligning Advise on Board

15 15
management cultures structure
Recommend Board
Quantify risk 8 Evaluate ethical issue 7 7
remuneration
Advise on strategic Advise on Board

16 15
investment restructuring
Advise on evaluation
15
of management team
Advise on likely stock Advise on ethical Recommend internal

7 7 8
exchange reaction matter controls
relationships with
arising from health existing vendors 12 of cultural
and safety 11 associated with values
associated with 12
Evaluate SWOT transfer prices 6 transfer prices 5
analysis
commercial 12
implications 12 Discuss learning Evaluate
Evaluate impact on curve 12 performance 11
accounting ratios 12 Advise on Advise on
negotiation
Discuss bargaining 5 negotiation 6
Discuss ethical positions
associated with 11 corporate
stance 12 corporate culture 6 culture
executive share 6
options 11
Discuss WACC 12 Advise on team Advise on team
Communicate with membership 6 membership 5
shareholders 12 currency on
Discuss Discuss ethical transfer pricing 11
commercial
implications risks
of no 12 stance 12
profit contract 12 shareholders’ motivation of
Discuss potential perceptions 12 sales staff 12
benefits of merger 12 Discuss change Discuss change
management 6 management 6
Evaluate establishment of
overseas manufacturing 12
plan
Implement value analysis

12
and value engineering
Identify stakeholders
and their information 12 Recommend 11
needs performance
measures
Evaluate effectiveness Overcome staff

6 5
of incentive scheme resistance
Evaluate core
12
competencies
Identify project Evaluate project

6 5
stakeholders performance
12
Advise on learning curve
12 Explain need to delegate 11

Advise on continuous responsibility for
improvement continuous improvement
Identify assumptions
made in investment 12
appraisal
Discuss project
12
management issues
Discuss behavioural
issues in budgeting
12 11
Advise on managing
resistance to change
Discuss behavioural issue
Discuss need to
provide health and 5 6
safety equipment
Evaluate ethical issues
Discuss the benefits of

12
competitor analysis
Advise on lease v buy 12
Evaluate change from Discuss merits of

cost centre to profit 12 11
delegation
centre
Discuss balanced Discuss balanced

6 5
scorecard scorecard
Advise on aspects of
11
project appraisal
Discuss implications of Discuss implications

6 6
disciplinary actions of disciplinary actions
Discuss key project

management issues 11
arising from scenario
12 Interpret TQM report 12

Manage conflict
Integration Total
1 25
2 25
2 25
1 25
6 100
2 25
2 25
1 25
1 25
6 100
2 25
1 25
2 25
1 25
6 100
2 25
1 25
2 25
1 25
1 25
2 25
1 25
2 25
6 100
3 33
3 34
3 33
9 100
3 34
3 33
3 33
9 100
3 33
3 34
3 33
9 100
3 34
3 33
3 33
3 34
3 33
3 33
1 25
2 25
2 25
1 25 100
1 25
2 25
1 25
2 25 100
2 25
1 25
2 25
1 25 100
2 25
1 25
2 25
1 25 100
2 25
1 25
2 25
1 25 100
1
1
2
1
Year Month Variant Section Technical Skills Business skills
2017 Feb V1 1 Discuss realism of budget 12
Discuss application of IFRS

12 to accounting for
2017 Feb V1 2 investment in entity 12
2017 Feb V1 3 Manage risks 12

Discuss accounting issues
associated with purchasing Discuss applicability of
2017 Feb V1 4 intangibles 12 NPV criterion 12
Determine costs and profits Discuss implications of

associated with different approach to strategic
2017 Feb V2 1 products 12 management 12
Discuss recognition of
2017 Feb V2 2 revenues from contract 11
Discuss risks to business
arising from social media
2017 Feb V2 3 comments 12
Discuss shareholder
understanding of the
2017 Feb V2 4 business 12
Evaluate relationship with Discuss application of

2017 Feb V3 1 investee 12 target costing 12
2017 Feb V3 2 Advise on pricing staff time 12

Discuss risks and ethical
2017 Feb V3 3 considerations 12
treatment of convertible
2017 Feb V3 4 bonds 12
Discuss application of
2017 Feb V4 1 target costing 12
Recommend budgetary
2017 Feb V4 2 control system for subsidiary 12
2017 Feb V4 3 treatment of costs 11
Discuss implications of
business decision for cost of Recommend approach to
2017 Feb V4 4 equity 12 pricing 12
2017 Feb V5 1 Discuss lifecycle costing 11
Discuss treatment of
2017 Feb V5 2 currency gains and losses 12
Discuss determination of
goodwill on a newly
2017 Feb V5 3 acquired subsidiary 11
Discuss creation of
Discuss relevance of sustainable competitive
2017 Feb V5 4 payback criterion 12 advantage 12
Discuss performance
2017 May V1 1 measures 12
Interpret financial
2017 May V1 2 statements 12 Manage risks 12
2017 May V1 3 Discuss pricing 12
Discuss need for provisions
2017 May V1 4 in financial statements 12
2017 May V2 1 Discuss product lifecycle 11 Discuss big data 12

2017 May V2 2 Discuss ethical matters 11 Discuss risk 12
Discuss need for provisions

2017 May V2 4 in financial statements 11
Discuss the value

2017 May V3 1 chain 12
Discuss
accounting
treatment of
2017 May V3 2 goodwill 12
Discuss
Discuss transfer performance
2017 May V3 3 pricing 12 evaluation 6
Discuss
financial
2017 May V3 4 reporting 12
Discuss Discuss ability to

2017 May V4 1 benchmarking 12 compete 12
Discuss application
2017 May V4 2 of throughput 12
Discuss project
2017 May V4 3 management 12
Discuss risk
2017 May V4 4 managemen 12
Discuss
performance
2017 May V5 1 measurement 12
Discuss
business Advise on
2017 May V5 2 acquisitio 12 interpretation 12
Discuss
2017 May V5 4 impairment 12
Review project
2017 Aug V1 1 appraisal 12
Advise on
inventory
2017 Aug V1 2 management 12
Advise on
2017 Aug V1 3 benchmarking 12
Discuss real Advise on
2017 Aug V1 4 options 8 negotiation 8
Advise on
2017 Aug V2 1 consolidatio 12
Advise on
2017 Aug V2 2 improving profits 12
Advise on
accounting Advise on
2017 Aug V2 3 treatmen 12 product pricing 12
Evaluate
2017 Aug V2 4 project 8
Advise on
Advise on maintaining
product sustainable
2017 Aug V3 1 lifecycle 12 advantage 12
Advise on
2017 Aug V3 2 consolidation 12
Advise on
2017 Aug V3 3 transfer pricing 12
Advise on
2017 Aug V3 4 impairment 8
Advise on
accounting for
2017 Aug V4 1 acquisition 12 Advise on KPIs 12
Advise on Kaizen
2017 Aug V4 2 costing 8
Advise on
2017 Aug V4 3 transfer pricing 12
Advise on
2017 Aug V4 4 pricing strateg 12
Advise on
competitor
2017 Aug V5 1 Discuss risks 12 analysis 12
Advise on Advise on
consolidation relationship with
2017 Aug V5 2 adjustments 8 finance 8
Advise on
2017 Aug V5 3 pricing 11
Advise on
relevance of
2017 Aug V5 4 ABC 11
Evaluate
establishment of
overseas
Evaluate manufacturing
2017 Nov V1 1 business risks 12 plant 12
Discuss
accounting
treatment to
sale and Implement value
leaseback analysis and value
2017 Nov V1 2 arrangement 12 engineering 12
2017 Nov V1 3
Evaluate
2017 Nov V1 4 performance 11
Identify Evaluate core

2017 Nov V2 1 business risks 12 competencies 12
Recommend
accounting
2017 Nov V2 2 treatment 12
Recommend
response to Advise on learning
2017 Nov V2 3 currency risks 12 curve 12
2017 Nov V2 4
Identify
Discuss sources assumptions made
of long-term in investment
2017 Nov V3 1 funding 12 appraisal 12
Evaluate
investment Discuss project
appraisal management
2017 Nov V3 2 techniques 12 issues 12
2017 Nov V3 3
Advise on
accounting
2017 Nov V3 4 treatment 12
Discuss the
Discuss benefits of
2017 Nov V4 1 business risks 12 competitor analysis 12
Recommend
accounting Advise on lease v
2017 Nov V4 2 treatment 12 buy 12
2017 Nov V4 3
Discuss
interpretation of
2017 Nov V4 4 ratio 12
Advise on
accounting Discuss business
2017 Nov V5 1 treatmen 12 risks 12
Advise on Advise on change
2017 Nov V5 2 impact of JIT 12 management 12
2017 Nov V5 3
Advise on
accounting for
foreign currency
2017 Nov V5 4 transactions 12
People Skills Leadership Skills Integration Total Subject Area
Discuss approach
to project
management 12 1 25 P2/E2
disagreement with
external auditor for
share price 11 2 25 F2
Manage conflict with Manage conflict

actor and motivate with actor and
producer to control motivate producer
conflict 6 to control conflict 5 2 25 P2/E2
1 25 F2
1 25 P2/E2
Discuss
implications of
establishing a
Discuss implications of separate
establishing a separate department to
department to manage a manage a revenue
revenue stream 6 stream 6 2 25 F2/P2
Recommend negotiating
approach with client 12 1 25 E2
Recommend
approach to
building a suitable
team 12 1 25 E2
1 25 E2/P2
Managing secondment Managing

of sta 6 secondment of staff 6 1 25 P2/E2
Advise on
motivational issues 11 2 25 P2/E2
Discuss change
management issues 12 1 25 F2/E2
Discuss recruitment
challenges 11 2 25 P2/E2
Recommend
Recommend performance
performance measures measures for
for subsidiary 6 subsidiary 6 1 25 P2
Discuss disciplinary
action 12 2 25 F2/E2
1 25 F2P2
Discuss maintenance of
sustainable advantage 12 2 25 P2
Discuss
motivational
implication of
leaving transfer
prices exposed to
exchange rate
movements 12 1 25 F2
Discuss change
Discuss change management
management issue 6 issues 6 2 25 F2/E2
1 25 P2/E2
Discuss
motivation 12 1 25
1 25
Discuss communication 11 2 25
Discuss ethical
Discuss ethical issues 6 issues 5 2 25
2 25
2 25
Discuss management Discuss
challenges associated management of
with staff theft 9 staff morale 8 1 25
Discuss
performance
Discuss communication 7 evaluation 6 1 25
Discuss Five Forces

Model 12 1 25
Discuss change
management issues
at a new subsidiary 12 1 25
Discuss
performance
evaluation 5 2 25
Discuss risk
management 11 2 25
1 25
Discuss the
Discuss the recruitment and
recruitment and subsequent
subsequent supervision of
supervision of staff 6 staff 6 1 25
Discuss reporting
issues associated
with leases 11 2 25
Discuss conflict
management 11 2 25
Discuss
suitability of
emergent
strateg 12 1 25
1 25
Recommend Recommend
approach to approach to
negotiation 6 negotiation 5 2 25
Recommend
approach to
managing staff
redundancy 11 2 25
Evaluate political
risks 11 2 25
Advise on
interpretation
of financial
statements 12 1 25
Recommend
disciplinary
procedure 11 2 25
Advise on
consolidation 8 1 25
Advise on
evaluation of
manager 11 2 25
Advise on
negotiation 12 1 25
1 25
Advise on
Evaluate political strategy
risks 8 implementation 7 2 25
1 25
Advise on
suitable
responsibility
centre 11 2 25
Advise on team
responsibilities 12 1 25
Advise on
Advise on disciplinary
business risks 8 action 7 2 25
1 25
Advise on
Advise on disciplinary
redundancy 8 action 7 2 25
Advise on
interpretation
of segmental
report 11 2 25
Recommend
approach to
briefing project
team 12 1 25
1 25
Advise on use
of non
financial
performance
indicators 8 1 25
Advise on issues
associated with
merging operating
units 12 2 25
Advise on
financial
Advise on financial reporting
reporting issue 6 issues 6 2 25
1 25
1 25
Identify stakeholders Recommend
and their information performance
needs 12 measures 11 2 25
Evaluate
effectiveness of Overcome staff
incentive scheme 6 resistance 6 2 25
1 25
Identify project Evaluate project

stakeholders 6 performance 5 2 25
1 25
Explain need to
delegate
Advise on responsibility for
continuous continuous
improvemen 12 improvemen 11 2 25
1 25
1 25
Advise on
managing
Discuss behavioural resistance to
issues in budgeting 12 change 11 2 25
Discuss need to
provide health and Evaluate ethical
safety equipment 5 issues 6 2 25
1 25
1 25
Evaluate change
from cost centre to Discuss merits
profit centre 12 of delegation 11 2 25
Discuss
Discuss balanced balanced
scorecard 6 scorecar 5 2 25
1 25
1 25
Advise on
benefits of
Explain creating a
benchmarking 12 special team 11 2 25
Advise on
operational
Advise on ethical aspects of
aspects of management of
management of trading
trading relationship 6 relationship 5 2 25
E2 - 1 Dec
E2 - 1 Dec
P2 - 2 Dec
P2 - 2 Dec
P2 - 2 Dec
P2 - HW 2 Dec
P2 - HW 2 Dec
P2 - HW 2 Dec
Month Variant Section Technical Skills
February V1 1 Balanced scorecard 12

February V1 2 Technical and ethical issues associated with
February V1 3 financial reporting. 12
February V1 4 Evaluate performance 11
35
February V2 1 Problems associated with legacy systems 12

February V2 2 Errors in consolidated financial statements 11
February V2 3 Impact on ROCE and WACC 12
February V2 4
35
Feburary V3 1
Feburary V3 2 Recognition of provisions 11
Feburary V3 3 Re-engineering project management 12
Feburary V3 4 Evaluate impact on share price 11
34
February V4 1
February V4 2 Explain impact on WACC-F2 A2c – calculate WACC
Advise on accounting problems-F2 B2a –

demonstrate the impact on the
February V4 3 group financial statements
Discuss risks associated with investing in

software-P2 D2b – discuss the risks associated with
February V4 4 the collection and use of data
February V5 1
February V5 2 Risks and running costs 11
Accounting implications of exchange of shares
February V5 3 for asset 12
February V5 4 Discuss benefits of holding shares 12
35
May V1 1
Identify problems associated with
May V1 2 determining goodwill 12
May V1 3 Explain relevance of self-insurance 12
May V1 4 Evaluate financial implications of a project 12

38
Identify issues associated with conducting a

May V2 1 direct customer profitability analysis 12
May V2 2
Evaluate ethical implications of refusing to fit
May V2 3 safety equipment 12
May V2 4 Discuss need for an accounting provision 11

35
May V3 1
May V3 2 Discuss usefulness of Big Data analytics 11
May V3 3 Discuss implementation of TQM 12
May V3 4 Evaluate payback criterion 12

35
May V4 1 Identify factors that drive costs 12
May V4 2 Recommend approach to transfer pricing 12
May V4 3
Discuss factors associated with project
May V4 4 management 12
36
May V5 1 Discuss implication of currency loss 12

May V5 2
May V5 3 Advise on risk mitigation 12
May V5 4 Evaluate arguments concerning transfer pricing 12

36
Technical Skills
August V1 1
Evaluate need to account for a business contact
as a related party - F2 B3a - discuss the need for
and nature of disclosure of transactions between
related parties and F2 B1e - discuss the ethical
selection and adoption of relevant accounting
2 policies and accounting estimates
Recommend response to managers who believe

that their budgeted targets should notbe
enforced- P2 B2c -discuss the criticisms and
behavioural aspects of budgeting in
3 responsibility centres
Evaluate impact on accounting ratios and on

interpretation of segmental analysis- F2C1b -
evaluate the financial performance, financial
position and F2 C2a -discuss the limitations of
4 ratio analysis based on financial statements
Discuss the application of net present value- P2

C1b -discuss the financial consequences of
August V2 1 dealing with long-run projects
Discuss challenges of applying target costing-

P2 A1c -discuss techniques for enhancing long-
3 run profits
Evaluate impact on accounting ratios- F2 C1b -

4 evaluate the financial performance .
Apply Big Data analytics to gathering useful
information on the uses of phone cameras- P2
D2b -discuss the risks associated with the
August V3 1 collection and use of information.
Advise on the accounting issues associated with

issuing stock options. - F2 B1c -discuss the
provisions of relevant international accounting
standards in respect of the recognition and
measurement of revenue, leases, financial
instruments, share-based payments and
3 deferred taxation
Discuss the relevance of internal rate of return
when selecting between mutually exclusive
projects.- P2 C1c -evaluate investment appraisal
4 techniques and explain their results
Recommend accounting treatment-F2 B1c -

August V4 1 discuss the provisions of
Discuss product bundling strategies- P2 C2a -

discuss pricing strategies and their
2 consequences
Discuss budgetary control and cost of equity- P2

B2c -discuss the criticisms and behavioural
aspects of budgeting in responsibility centres
and F2 A2a -calculate the cost of equity for an
incorporated entity using the dividend valuation
4 model
August V5 1
Discuss competitive advantage-E2 A1c -explain
the approaches to achieving sustainable
2 competitive advantage
Discuss application of sensitivity analysis- P2
3 D1a -apply sensitivity analysis);
Discuss benchmarking- P2 B2a -prepare

4 performance reports
Technical Skills
Review and evaluate investment appraisal-P2

November V1 1 D1a - apply sensitivity analysis
Discuss effect of fair value adjustments on
financial statements-F2B1a - Consolidated
statement of
2 financial position
Discuss project appraisal-P2C1c- evaluate

investment appraisal
4 techniques and explain results;
Discuss effect of joint venture on financial

statements
-F2B1a - Consolidated statement of
November V2 1 financial position
Discuss learning curves-P2A1d - Apply learning

2 curves;
Discuss transfer pricing-P2B3b/c - discuss and

evaluate transfer
3 pricing systems
Discuss financial performance-F2C1c - advice on

action to improve an
4 entity's performance;
Discuss the financial reporting implications:
provisions-F2B1c - Provisions in accordance with
November V3 1 IAS37
Analyse financial reports-F2C1b - Evaluate

financial performance
2 and position
3 Discuss TQM -Discuss TQM
Evaluate long-term investments-P2C1b - Discuss

the financial
consequences in dealing with long-run
4 projects
Explain target costing in relation to a new

product
-P2A1c - Discuss techniques for enhancing
November V4 1 long-term profits
Explain the accounting treatment of related
parties
-F2B3a - Discuss the need for and nature of
disclosure of transactions between related
2 parties
Analyse financial performance and position-

F2C1b - evaluate financial performance
3 and position
November V5 1 Explain WACC-F2A2c - WACC and its use
Describe the stages of project management-

E2D2b - Apply tools and techniques for
2 project managers
3
Explain the earnings per share ratio-F2B4a -

4 Produce the disclosures for EPS
Business skills People Skills
Strategy implementation 12 Re-engineering contract setting 11

Accounting issues when
Evaluate NPV
subsidiaries prepare financial 6 Parent revert to preparing
statements 6 statements 6
24 17
Decision on transfer of personnel

files 12 Risks associated with quick
correction 6
Evaluate payback 12
Internal benchmarking 12
24 18
Impact of issuing dashboards 12

Sensitivity analysis with Group
Evaluate consistency 12
mission 12
Evaluate operating unit managers 6
24 18
Discuss KPIs-P2 B1b – prepare
reports to inform
decisions
Advise on real options-P2 C1b –
discuss the financial
consequences of dealing with
Discuss organisational changes-E2

D1b – recommend techniques to
manage resistance to change
Advise on competitive advantage-
E2 A1c – explain the approaches
to
achieving sustainable competitive
advantage
Presenting change to unit

managers 12
Negotiation 12
Project sponsorship 6
Advise on transfer pricing 11
23 18
Discuss suitability of resource-

based approach for
implementation of expansion Discuss issues associated with
energy 12 performance measurement 12
Advise on approach to negotiation 12
Advise on the classification of a

potential related party transaction 6
18 24
Advise on the accounting issues

associated with revenue
recognition 12
Evaluate the usefulness of
information in preparing a
successful bid 12
Advise on implications of imposing
duty on employees 6
Advise on pricing implications of
improving customers safety 12
24 18
Recommend changes to internal

performance reporting 12
Evaluate impact of investment in
PPE on accounting ratios 12
Identify challenges associated with
timetabling a complex project 12
Discuss competitive advantage 6

24 18
Evaluate potential source of

competitive advantage 12
Advise on ethical implications of an
accounting decision 12
Recomend policy for staff
Evaluate the risk of losing drivers 12 dismissal 6
24 18
Evaluate proposal for

performnace measurments 12
Recommend pricing strategy 12
Discuss application of Porter's Five
Forces Model 12
Discuss relationship between
finance function and operational
units 5
24 17

maximising competitive
advantage. E2 A1c - explain the Identify factors to be considered in
approaches to achieving determining the optimal pricing
sustainable competitive strategy. - P2 C2a - discuss pricing
advantage strategies and their consequences
Evaluate proposed change to

distribution model for specific
products - P2 A1a - evaluate
activity-based management
P2 D2a -discuss risk

managementand E2B2b -explain
the importance of organisational
culture- P2 D2a -discuss risk
managementand E2B2b -explain
the importance of organisational
culture
Identify the factors that affect the

determination of an appropriate Recommend approach to resolving
transfer pricing policy- P2 B3b - conflict- E2 C2b -discuss
discuss transfer pricing systems approaches to managing conflict
Discuss competitive advantage

and the need to delegate
authority to design team.- E2 A1c
-explain the approaches to
advantage and E2 B1a -discuss
the concepts of leadership and
management
Discuss the competitive advantage
that might be obtained from
collaboration on a new product- E2
A1c -explain the approaches to
advantage
Identify the impact of a new
Advise on the use of life-cycle arrangement for accounting ratios-
costing.- P2 A1c -discuss F2 C2a -discuss the limitations of
techniques for enhancing long- ratio analysis based on financial
term profits statements
Recommend negotiating strategy

for dealing with a customer.-
E2(C2a -discuss the roles of
communication )
Discuss profitability of new

distribution arrangement- P2 A1a
-evaluate activity-based
management
consignment inventory proposal-
F2 C1b -evaluate the financial
performance ... and E2(A1a -
discuss the concept of strategy
Discuss operational risks- P2 D2a -

discuss risk management
Discuss lifecycle costing- P2 A1c

-discuss techniques for enhancing
long-term profits
Discuss pricing strategy-P2 C2a -
discuss pricing strategies and their
consequences
Discuss negotiation strategy- E2
C2a -discuss the roles of
communication, negotiation,
influence and persuasion in the
management process
Discuss issue of bonds- F2 A1b -
discuss the markets for and
methods of raising long term
finance
Evaluate methods of financing-F2

A1a/b - discuss characteristics of
long term debt and equity
finance/markets for and methods
of
raising long term finance
Map risks and suggest

responses-P2D2a - discuss risk
management
Discuss measurement of Suggest approach to managing

divisional staff
performance-P2B3a - discuss redundancy
behavioural -E2B1b - discuss HRM approaches
consequences of performance towards individual performance;
measuremen
Evaluate investment appraisal

techniques-P2C1c - evaluate
investment appraisal
techniques
Discuss team management-E2C1a
- building effective and
highperforming teams
Discuss negotiation-E2C2a -
discuss the role of negotiation
in the management process
Discuss competitor analysis-
E2A2b - analysing and
interpreting
competitor data
Discuss risk management-P2D2a
- discuss risk management
Discuss strategic management-

E2A1b - Compare and contrast
alternative approaches to strategy
development
Describe how non-financial

factors affect Discuss project management -
decisions-P2C1a - analyse E2D2a - discuss the characteristics
information for longterm decision of
making different phases of a project
Explain the business risks

associated with
product development-P2D2a -
Discuss risk management
Describe alternative pricing
strategies -P2C2a - Discuss pricing
strategies and
their consequences
Describe the usefulness of

competitor data-E2A2b -
approaches to collecting
competitor information
Discuss behavioural
consequences of
performance measurement-
P2B3a - discuss the likely
behavioural
consequences of performance
measurement
Discuss capital rationing-P2C1c -

Prioritisation of projects that
are mutually exclusive and
subject to
single-period capital rationing
Describe the risks associated with
Big Data-P2D2b - discuss the
risks associated with
the collections and use of
information
Describe competitive
benchmarking -P2B2b - discuss
traditional and nontraditional Describe an effective appraisal
approaches to performance system-E2B2a - discuss the
measurement behavioural aspects
of management control;
Explain the external parties for the

listed
entity-E2C1c - discuss the
effectiveness of
handling relationships between the
finance function and external
parties
Leadership Skills Integration Total Subject Area
Role culture to task culture 12 1 25 P2

2 25 E2
Project management problems 6 1 25 E2
2 25 F2
18 6 100
Ethical issues associated with quick 1 25 E2

correction 6 2 25 F2 Ethics
1 25 F2
Project management 11 2 25 E2
17 6 100
Allowance for cultural differences between

countries 12 1 25 P2
2 25 F2
1 25 E2
Extend authority 6 2 25 F2
18 6 100
Discuss leadership-E2 B1a – discuss the
concepts of
leadership and management
Benchmark performance-P2 B2a – prepare

performance reports
Difficulties of measuring performance 12 1 25 E2

2 25 P2
Need for project appraisal 6 1 25 F2

2 25 F2
18 6 100
1 25
Discuss issues associated with budgetary
control 11 2 25
1 25
Evaluate concerns about conflict of interest 5 2 25

16 6 100
1 25
Recommend financial and non-financial

performance measures 12 1 25
Advise on implications of staff discipline 5 2 25
2 25
17 6 100
Evaluate implications of changing status of

resposibility centres 12 1 25
2 25
1 25
Discuss implications of perceptions of board
competence 5 2 25
17 6 100
1 25
1 25
Recommend approach to evaluation of HR 5 2 25

Evaluate performance of project
management team 11 2 25
16 6 100
1 25
Discuss implications of national culture 11 2 25
1 25
Discuss the need to adjust subsidiary

financial statements 6 2 25
17 6 100
Leadership Skills Integration Total

Advise on the relevance of the finance
director’s opinion on a marketing matter- E2
C1b -discuss the effectiveness of handling
relationships between the finance function
and other parts of the organisation and the
supply chain
Discuss the determination of the fair value

of shares issued as a purchase
considerationand discuss the implications of
the acquisition of a subsidiary for its
remaining non-controlling shareholders.- F2
B1a -produce primary financial
statements ... and F2 A1b -discuss the
markets for and methods of raising long-
term finance
Identify and mitigate operational risks- P2

D2b -analyse risk and uncertainty and E2
D2c -discuss management and leadership
issues associated with projects, including
the roles of key players in projects
Identify the problems associated with
measuring the performance of the design
engineering department and of individual
design engineers- P2 B2a -prepare
performance reports for the evaluation of
projected and actual performance and E2
B1b -discuss HRM approaches for
managing and controlling individual's
performance
Discuss change management- E2 D1b -

recommend techniques to manage
resistance to change
Discuss management by objectives and the

benefits associated with integration between
sales and finance- E2 B2a -discuss
behavioural aspects of management control
and E2 C1b -discuss the effectiveness of
handling relationships between the finance
function and other parts of the organisation
Discuss interpretation of segmental

information-F2 C2a -discuss the limitations
of ratio analysis
Leadership Skills Integration Total
Discuss project management-E2D2b/c-

apply tools and techniques for
project managers/discuss management
and leadership in projects
Discuss controllable and non-controllable

costs-P2B1b - Performance reports
recognising issues of controllable and
uncontrollable costs
Discuss disciplinary procedures -E2B1b -
disciplinary and grievance
procedures for resolving poor
performance
Discuss key generic strategies-E2A1c -

Explain the approaches to
advantage
Discuss conflict management-E2C2a/b -

discuss the roles of negotiation
in the management process / discuss
approaches to managing conflict
Describe the balanced scorecard approach -
P2B2a - prepare performance reports for
the evaluation of projected and actual
performance
Month Variant Section Topic Technical Skills Business skills
Justify need for an Activity- Discuss elements of strategic

February V1 1 Based Management system 12 planning
Advise on need for provision
February V1 2 in the financial statements 12
Evaluate arguments relating to

February V1 3 project appraisal
February V1 4 Evaluate pricing strategies 12

36
Discuss merits of potential

February V2 1 acquisition
2 Evaluate project 12 Interpret accounting ratios
Discuss calculation of cost of
debt and advise on suitability
3 of debt finance. 11
4 Discuss role of target costing 11

34
Discuss impact of Discuss impact of change on

February V3 1 investment on WACC 12 value chain
Discuss challenges associated
2 with setting transfer prices
Advise on suitability of TARA

and recommend accounting
3 treatment 11
Evaluate approach taken to

4 investment appraisal 12
35
February V4 1 Evaluate business risks
Recommend financial
2 reporting treatment 12
Evaluate usefulness of
3 Recommend pricing strategy 12 competitors’ financial statements
Evaluate proposals to
improve costing system and
4 to issue shares to staff 12
36
Evaluate difficulties
associated with making a
profit from a new market
February V5 1 segment 12
2 Discuss relevance of IRR 6 Advise on competitor analysis
Recommend financial Recommend approach to

3 reporting treatment 6 internal benchmarking
implications of disposing of
4 subsidiary 12
36
May V1 1 Discuss financing of project 12 expanding production for JIT
Compare risks associated with

2 two potential construction sites
Discuss project appraisal
3 techniques 11
Discuss accounting
4 treatment of machine 12
35
May V2 1 Identify business risks 12 Identify core competencies
2 Discuss financing of project 12

Explain recognition of revenue in
3 Explain time value of money 12 financial statements
36
May V3 1 Discuss accounting ratios 12 Discuss competitive advantage

Discuss accounting
implications of foreign
2 acquisition 12 Discuss application of TARA
3 Discuss transfer pricing 12
36
Identify upside and

May V4 1 downside risks 12 Evaluation of strategy
Identify impact of acquisition
on consolidated financial
2 statements 12
Discuss voluntary segmental
Advise on usefulness of reporting in the context of an
3 learning curves 12 unquoted company
36
Identify business risks

associated with overseas
May V5 1 expansion 12 Discuss competition analysis
Discuss suitability of rights Approach to pricing in a new
2 issue for unquoted company 12 market
Discuss disclosures
associated with dealing with
3 family member 11
35
Evaluate the process of strategic

August V1 1 analysis and options generation
Evaluate and compare

methods of raising equity
2 finance 16
Recommend appropriate
dividend policies including
considerations of Evaluate the essential features
3 shareholder expectations 8 of internal control systems
24
Appraise the financial

opportunity presented
considering sensitivity to Assess the proposed strategy of
changes in economic and increasing the number of
August V2 1 business variables 15 driverless cars in the business
Advise whether the incident Discuss the ethics and

could affect business relationship impact of not
3 valuation 8 reporting an incident
23
Identify the types of risk facing

August V3 1 an organisation
Calculate the value of a
whole entity using a range of
2 methods 16
Advise on the use of
sustainability and integrated
reporting to inform Evaluate the strategic and
stakeholders of relevant competitive impact of
3 information 8 information systems
24
Assess the risks of expanding

August V4 1 operations into a new country
Explore how finance may be

raised for this project given
the current financial position
2 of Zoom 15
Discuss the impact of the
guarantees given to support Recommend how risk to
the current method of reputation may be managed if
finance on personal Zoom withdraws from the new
3 positions 8 country altogether
23
Evaluate the financial and

strategic implications of a Recommend how to manage the
August V5 1 divestment proposal 16 product portfolio
Advise on the overall strategic

financial and nonfinancial
Evaluate financial risks objectives of different types of
3 associated with new supplier 7 entities
23
People Skills Leadership Skills Integration Total Subject Area
12 1 25
Determine need for internal
benchmarking 12 1 25
Advise on
establishment of
11 coaching system 12 1 25
Evaluate the
potential for the Discuss the usefulness of a
finance function to competitor’s financial
create value 6 statements 5 1 25
23 18 17 6 100
12 profit v investment centres 12 1 25
12 1 25
Discuss motivation of Discuss motivation of

professional staf 6 professional staff 6 2 25
Advise on need for

impairment
adjustment to
goodwill and
recommend
approach to retention
of professional staff 12 2 25
24 18 18 6 100
12 1 25
Advise on management of
12 internal conflicts 12 1 25
Discuss responsibility
for industrial accident
arising from staff
negligence 12 2 25
Evaluate arguments Evaluate arguments
concerning asset concerning competitor
lives for depreciation 5 analysis 6 2 25
24 17 18 6 100
Evaluate competitive
12 advantage 12 1 25
internal performance
reporting 12 1 25
Evaluate proposal for review
6 of proposed treatment plans 5 2 25
Evaluate proposal for

change management
programme 11 2 25
18 23 17 6 100
Discuss leadership
challenges 12 1 25
Discuss usefulness of
competitors’ financial
12 statements 5 2 25
Recommend
response to
problems with
internal
12 communication 5 2 25
Evaluate business
risks 12 1 25
24 17 17 6 100
12 2 25
Discuss
communication with
12 stakeholders 12 2 25
Explain project management
tools and techniques 12 1 25
Advise on
communication with Describe factors for setting
new staff 6 performance targets 5 1 25
24 18 17 6 100
12 2 25
Manage motivation problems 12 2 25
11 1 25
Identify real options
in investment Discuss ethical implications
appraisal 11 of collaboration 6 1 25
Communicate with
stakeholders 6
23 17 18 6 100
12 2 25
12 2 25
Discuss conflict
management 11 1 25
Discuss business Suggest performance
process engineering 12 measures 6 1 25
Discuss behavioural
implications of
performance
24 measures 5
17 17 6 100
12 2 25
Advise on
performance
management 12 2 25
11 1 25
Discuss
characteristics of
different phases of a Outline content of project
project 6 quality plan 12 1 25
Discuss issues arising from
the use of performance
measures 5
23 18 17 6 100
12 2 25
12 2 25
Discuss importance
of organisational
culture 12 1 25
Discuss HRM
activities 6 Discuss KPIs 11 1 25
Discuss value chain 6
24 18 17 6 100
Check this one

Evaluate the risks
associated with poor
corporate governance
15 structures 15 3 33
Evaluate the key
impacts of
organisational
change on
organisations 15 3 34
Evaluate the
effective planning Evaluate alternative models
and management of of strategic performance
8 internal audit 7 measurement 7 3 33
23 22 22 9 33
15 3 33
Decide whether we
should also use new
driverless car fleet for
deliveries in
downtime – consider Recommend responses to
mission 15 identified risks 15 3 33
Consider the most
appropriate
leadership style to Recommend some
manage the change appropriate performance
underway and new measures for the driverless
8 driver team 8 car element of the business 7 3 34
23 23 22 9 100
Discuss the drivers of

external demands for
environmental
sustainability and
corporate social
15 responsibility 15 3 33
Evaluate the process of
strategic analysis and
options generation 15 3 34
Recommend appropriate
measures for the strategic
Evaluate the risks of control and direction of the
8 unethical behaviour 7 organisation 7 3 33
23 22 22 9 100
Explain how scenario

planning could be used to
help with a project of this
15 nature 15 3 33
Evaluate the two

proposed methods of
expansion into a new
country (acquisition
or from scratch) and
decide which method
should be chosen 15 3 33
Suggest the best
way to communicate Consider the ethics of doing
the current issues nothing in order to save
8 with shareholders 8 costs 7 3 34
23 23 22 9 100
15 3 34
Recommend improvement to
Evaluate ethical risks 15 supply chain 15 3 33
Recommend
approaches to Recommend methods for
business/ the management of financial
government relations risks associated with
8 with society 7 international operations 8 3 33
23 22 23 9 100
SECTION 1
Task (a): How would the release of a si gnificant proportion of our back catalogue affect Trevel’s value chain?
Trait
Defining changes No rewardable material
Level 1 Offers a brief overview of changes to the value chain
Level 2 Offers a clear overview of changes to the value chain
Level 3 Offers a clear and full overview of changes to the value chai
Impacts on value chain No rewardable material
Level 1 Offers a limited discussion of the impacts on the value chain
Level 2 Offers a clear discussion of the impacts on the value chain
Level 3 Offers a clear and comprehensive discussion of the impacts
Task (b): Discuss from a business perspective, Anna’s enthusiasm for the launch of fragile and bulky physical media to replace
Trait
Declining digital No rewardable material
Level 1 Identifies a single criterion for evaluating disadvantages of d
Level 2 Identifies some valid criteria for evaluating disadvantages of
Level 3 Identifies a full selection of valid criteria for evaluating disadv
Vinyl positives No rewardable material
Level 1 Identifies a single criterion for evaluating advantages of viny
Level 2 Identifies some valid criteria for evaluating advantages of vin
Level 3 Identifies a full selection of valid criteria for evaluating advan
SECTION 2
Task (a): Recommend, with reasons, five key external factors that would determine the viability of the proposal to make the bac
Trait
Key factros No rewardable material
Level 1 Recommends a single relevant factor
Level 2 Recommends two or three relevant factors
Level 3 Recommends five relevant factors
Reasons No rewardable material
Level 1 Offers reasonable justification for one recommendation
Level 2 Offers reasonable justification for two or three recommendat
Level 3 Offers reasonable justification for four or five recommendatio
Task (b): Identify and evaluate the key project management issues associated with the launch of Trevel’s back catalogue on vin
Trait
Initiation and planning No rewardable material
Level 1 Identifies issues arising at the initiation and planning stages
Level 2 Produces a clear explanation of issues arising at the initiatio
Level 3 Produces a clear and comprehensive explanation of issues
Execution to closure No rewardable material
Level 1 Identifies issues arisin g at the sta ges from execution to clo
Level 2 Produces a clear explanation of issues arising at the stages
Level 3 Produces a clear and comprehensive explanation of issues
SECTION 3
Task (a): Discuss the factors that we should consider when setting the selling price for vinyl records and please recommend, wi
Trait
Optimal pricing No rewardable material
Level 1 Offers some discussion of pricing strategy or simply describe
Level 2 Recommends a satisfactory pricing strategy with some justif
Level 3 Recommends a satisfactory pricing strategy and offers full ju
Task (b): Identify the key accounting ratios that will be affected by this venture and explain whether they will improve or deterior
Trait
Profitability ratios No rewardable material
Level 1 Identifies profitability ratios and offers some discussion of mo
Level 2 Identifies profitability ratios and offers justification for assertio
Level 3 Identifies profitability ratios and fully explains and justifies jus
Other ratios No rewardable material
Level 1 Identifies other key ratios and offers some discussion of mov
Level 2 Identifies other key ratios and offers justification for assertion
Level 3 Identifies other key ratios and fully explains and justifies just
SECTION 4
Task (a): What challenges would we face in determining the goodwill on the acquisition of 100% of Steampress Vinyl’s equity.
Trait
Assets Level 1 No rewardable
Discusses somematerial
issues relating to the valuation of assets
Level 2 Offers clear discussion relating to the valuation of assets
Level 3 Offers clear and comprehensive discussion relating to valua
Liabilities No rewardable material
Level 1 Discusses some issues relating to the valuation of liabilities
Level 2 Offers clear discussion relating to the valuation of liabilities
Level 3 Offers clear and comprehensive discussion relating to the va
Trait
Responsibility issues No rewardable material
Level 1 Offers an overview of different types of responsibility centre
Level 2 Offers relevant discussion of the suitability of investment cen
Level 3 Offers clear and comprehensive discussion of the suitability
V2
SECTION 1
Task (a): An evaluation of the argument that it is a bad thing for senior managers to be in conflict over the business model.
Trait
Problems No rewardable material
Level 1 Offers a limited discussion of problems
Level 2 Offers a clear discussion of problems
Level 3 Offers a clear and comprehensive discussion of problems
Benefits No rewardable material
Level 1 Offers a brief acknowledgement of the need to challenge mo
Level 2 Offers a clear acknowledgement of the need to challenge m
Level 3 Offers a clear and justified acknowledgement of the need to
Task (b): An evaluation of the argument that a balanced scorecard for Marketing and Business Development would help optimi
Trait
Emphasis No rewardable material
Level 1 Offers a limited overview of the impact of BSC on emphasis
Level 2 Offers a clear discussion of the impact of BSC on emphasis
Level 3 Offers a clear and comprehensive discussion of the impact o
Budgeting No rewardable material
Level 1 Offers a limited overview of the impact of BSC on the approa
Level 2 Offers a clear discussion of the impact of BSC on the approa
Level 3 Offers a clear and comprehensive discussion of the impact o
SECTION 2
Task (a): How will Belboa’s back catalogue be accounted for by the Trevel Group at the date of acquisition and subsequently?
Trait
Assets No rewardable material
Level 1 Offers a brief overview of accounting treatment
Level 2 Offers a clear description of accounting treatment
Level 3 Offers a clear description, with justification, of accounting tre
Trait
Ratios No rewardable material
Level 1 Offers a limited discussion of ratios
Level 2 Offers a clear discussion of ratios that would be affected
Level 3 Offers a clear discussion of ratios that would be affected, wit
Task (c): What are the challenges in using the product lifecycle in deciding how best to promote the recordings in Belboa’s back
Trait
Lifecycle No rewardable material
Level 1 Offers a limited overview of challenges in using lifecycle
Level 2 Offers a clear discussion of challenges in using lifecycle
Level 3 Offers a clear and comprehensive discussion of challenges
SECTION 3
Task (a): How should we structure the relaunch of our recently expanded back catalogue as a project?
Trait
Project No rewardable material
Level 1 Outlines project stages
Level 2 Recommends a realistic approach to project structure
Level 3 Recommends a realistic approach to project structure, with g
Task (b): How could we use big data analytics and other digital sources to determine which back catalogue albums to invest tim
Trait
Sources No rewardable material
Level 1 Describes Big Data and Four Vs
Level 2 Recommends a viable approach to data analysis
Level 3 Recommends a viable approach to data analysis, with good
Task (c): What are the challenges associated with setting transfer prices for the use of Belboa’s back catalogue by Trevel’s stre
Trait
Transfer prices No rewardable material
Level 1 Describes transfer pricing strategies
Level 2 Offers a clear description of challenges
Level 3 Offers a clear description of challenges, with good justificatio
SECTION 4
Task (a): How will the impairment adjustment affect Trevel’s return on capital employed and gearing ratios in th
Trait
Impairment No rewardable material
Level 1 Asserts change with limited justification
Level 2 Clear explanation of change
Level 3 Clear explanation of change, with justification
Task (b): How should the decision to recognise an impairment loss on the back catalogue be communicated to the artists (who
financial statements carefully) so that we minimise the risk of losing their support?
Trait
Communication No rewardable material
Level 1 Repeats issues to be communicated
Level 2 Discusses approach to communication
Level 3 Discusses approach to communication with justification in te
Task (c): To what extent does this disappointment suggest that we should not undertake further promotions of back catalogue r
Trait
Future promotions No rewardable material
Level 1 Offers limited insight into implications
Level 2 Offers clear discussion of implications
Level 3 Offers clear and comprehensive discussion of implications
V3
SECTION 1
Task (a): Identify the difficulties that we will face in negotiating compensation with Boniac, explaining why these difficulties migh
Trait
Negotiating No rewardable material
Level 1 Offers general points, such as win-win
Level 2 Discusses realistic challenges
Level 3 Discusses realistic challenges, with good justification
Task (b): Explain how we should decide whether to make a provision for compensation to Boniac in Trevel’s published financia
Trait
Provision No rewardable material
Level 1 Identifies accounting standard
Level 2 Offers a logical application of standard to scenario
Task (c): The cost of samples is normally charged to Level 3 and Repertoire
Artists Offers a logical application
(A&R) for of standard
budget purposes, buttothe
scenario,
Head ofwith
A&R goo
cl
our Legal Department instead. Evaluate the Head of A&R’s claim.
Trait
Charges No rewardable material
Level 1 Offers a limited argument for the charge
Level 2 Offers a relevant argument for the charge
Level 3 Offers a relevant argument for the charge, supported with a
SECTION 2
Task (a): Discuss the advantages and disadvantages of the use of this software by Trevel and the challenges of using NPV to e
Trait
Cash flows No rewardable material
Level 1 Offers some explanation of forecasting problems
Level 2 Offers a clear explanation of the problems of estimating cash
Level 3 Offers a clear and comprehensive explanation of the problem
Required rate No rewardable material
Level 1 Identifies the need to determine required rate of return
Level 2 Offers a clear explanation of difficulties of determining rate
Level 3 Offers a clear explanation of difficulties of determining rate, w
Task (b): Explain, with reasons, whether the ability to analyse and recommend songs and create new music is consistent with T
Trait
For consistency No rewardable material
Level 1 Identifies model and makes some comparison
Level 2 Offers a clear contrast between the models
Level 3 Offers a clear and well-supported contrast between the mod
Against consistency No rewardable material
Level 1 Identifies the possibility of there being some synergy
Level 2 Explains possibility of synergy
Level 3 Explains possibility of synergy, with some justification
V3S3 - Feb
V3S4 - Feb
May Variant 1 Section 1


May - V2S2
May - V2S3
May - V2S4
May - V3S2
May - V3S3
May - V3S4
May - V4S2
May - V4S3
May - V4S4

May - V5S2
May - V5S3
May - V5S4
May - V6S2
May - V6S3
May - V6S4
el’s value chain?
0
changes to the value chain 1
changes to the value chain 2-3
rview of changes to the value chain 4
0
n of the impacts on the value chain 1-3
of the impacts on the value chain 4-6
ehensive discussion of the impacts on the value chain 7-9
nd bulky physical media to replace di gital media that can be delivered online.
0
n for evaluating disadvantages of digital to business model 1-2
ria for evaluating disadvantages of digital to business model 3-4
of valid criteria for evaluating disadvantages of digital to business model 5-6
0
n for evaluating advantages of vinyl to business model 1-2
ria for evaluating advantages of vinyl to business model 3-4
of valid criteria for evaluating advantages of vinyl to business model 5-6
ity of the proposal to make the back catalogue available on vinyl.
0
evant factor 1
e relevant factors 2-3
4-5
0
ation for one recommendation 1
ation for two or three recommendations 2-3
ation for four or five recommendations 4-5
h of Trevel’s back catalogue on vinyl.
0
t the initiation and planning stages 1-2
tion of issues arising at the initiation and planning stages 3-4
mprehensive explanation of issues arising at the initiation and planning s 5-6
0
at the sta ges from execution to closure 1-3
tion of issues arising at the stages from execution to closure 4-6
mprehensive explanation of issues arising at the sta ges from execution t 7
ecords and please recommend, with reasons, the pricing strategy we should adopt.
0
f pricing strategy or simply describes available strategies 1-3
ory pricing strategy with some justification 4-7
ory pricing strategy and offers full justification 8-10
hether they will improve or deteriorate. There is no need to calculate the actual ratios.
0
s and offers some discussion of movements 1-3
s and offers justification for assertions re movements 4-6
s and fully explains and justifies justification for assertions re movement 7-9
0
and offers some discussion of movements 1-2
and offers justification for assertions re movements 3-4
and fully explains and justifies justification for assertions re movements 5-6
0% of Steampress Vinyl’s equity.
elating to the valuation of assets 0

1-4
lating to the valuation of assets 5-8
ensive discussion relating to valuation of assets 9-12
0
elating to the valuation of liabilities 1
lating to the valuation of liabilities 2
ensive discussion relating to the valuation of liabilities 3
0
erent types of responsibility centre 1-3
n of the suitability of investment centre 4-7
ensive discussion of the suitability of investment centre 8-10
nflict over the business model.
0
n of problems 1-3
of problems 4-6
ehensive discussion of problems 7-9
0
ement of the need to challenge model 1
gement of the need to challenge model 2
d acknowledgement of the need to challenge model 3
ss Development would help optimise the marketing spend.
0
of the impact of BSC on emphasis attached to key matters 1-2
of the impact of BSC on emphasis attached to key matters 3-5
ehensive discussion of the impact of BSC on emphasis attached to key m 6-7
0
of the impact of BSC on the approach taken to budgeting and planning 1-2
of the impact of BSC on the approach taken to budgeting and planning 3-4
ehensive discussion of the impact of BSC on the approach taken to budg 5-6
of acquisition and subsequently?
0
accounting treatment 1-3
of accounting treatment 4-6
with justification, of accounting treatment 7-9
0
1-2
of ratios that would be affected 3-5
of ratios that would be affected, with good justification 6-8
ote the recordings in Belboa’s back catalogue in order to generate revenues?
0
of challenges in using lifecycle 1-2
of challenges in using lifecycle 3-5
ehensive discussion of challenges in using lifecycle 6-8
0
1-3
approach to project structure 4-6
approach to project structure, with good justification 7-9
back catalogue albums to invest time and money on promoting?
0
1-2
proach to data analysis 3-5
proach to data analysis, with good justification 6-8
a’s back catalogue by Trevel’s streaming companies?
0
1-2
of challenges 3-5
of challenges, with good justification 6-8
gearing ratios in th
0
ed justification 1-3
4-6
ge, with justification 7-9
communicated to the artists (who will undoubtedly have their business managers study our
0
1-2
ommunication 3-5
ommunication with justification in terms of commercial issues 6-8
her promotions of back catalogue recordings?
0
implications 1-2
implications 3-5
ensive discussion of implications 6-8
plaining why these difficulties might arise.

0
h as win-win 1-3
4-6
nges, with good justification 6-9
oniac in Trevel’s published financial statements?
0
1-2
n of standard to scenario 3-5
npurposes,
of standard
buttothe
scenario,
Head ofwith
A&R good justification
claims that the cost of settling this claim should be charged 6-8
to
0
for the charge 1-2
nt for the charge 3-5
nt for the charge, supported with a sound justification 6-8
nd the challenges of using NPV to evaluate the investment.
0
of forecasting problems 1-3
of the problems of estimating cash flows 4-6
ehensive explanation of the problems of estimating cash flows 7-9
0
ermine required rate of return 1
of difficulties of determining rate 2
of difficulties of determining rate, with good justification 3
eate new music is consistent with Trevel’s existing business model?
0
es some comparison 1-3
tween the models 4-6
pported contrast between the models 7-9
0
there being some synergy
ergy, with some justification

Theory
Value Chain E2
Business models E2
Ecosystem E2
Project Management E2
Pricing P2
Accounting Ratios F2
Goodwill on acquisition F2
Investment centre P2
Business models E2
Balanced scorecard P2
Acqusition F2
Ratios F2
Product lifecycle costing P2
Project management E2
Big data P2
Transfer pricing P2
Ratios F2
Communication and relationship

m. E2
Communication E2
Provisions F2
Resposibilty centres P2
NPV P2
Business models E2
Goodwill on the acquisition F2
Group statements F2
Pricing P2
Project m. E2
Transfer pticing P2
Key (non)financial mentrics P2
Sensitivity analysis P2
Communication E2
Mangaing perofrmance E2
Communication E2
Alternative Performance Indicators P2

Business risks P2
Financial m F2
GoodwillGoodwill on the acquisitionF2

Business risks P2
Communication E2
Pricing P2
Communication E2
NPV P2
Long erm finance F2

Communication E2
Resposibility centres P2
Forecast P2
revenue recogntion F2
Project m. E2
Project m. E2
Communication E2
Pricing P2
Quality m. (TQM,etc) P2
Business risks P2
Communication E2
Ratios P2
Busines models P2
Pricing P2
Communication E2
Project m. P2
Long term finance F2
Investment appraisal P2
Risk m. P2

Intangible asset F2
Transfer pricing P2
Leadership skills E2
Target costing P2
Communication E2
Transfer pricing P2
Outsourcing P2
Business model P2
Project m. E2

E2
Topic Description Google sheet link
Chapter 1 - The concept of business ecosystems https://drive.google.com/open?id=1kJp_zPXLD-_HRXh8nanhEEcDU39UtONa
Chapter 2 - Alternative approaches to business models https://docs.google.com/document/d/16itUszPhipxT6fr-fz8IruZFpDab3_wb_zvKKd9b2UY/edit?usp=sharing
Chapter 3 - Business models in digital ecosystems https://drive.google.com/open?id=1XSe4YGMB4najv_NqfuA1Izg8D3gQ3e4_
Chapter 4 - Leadership and management https://drive.google.com/open?id=1zAKNFk1jN3LG4luOAst2hjT4zqQVt7JM
Chapter 5 - Controlling performance - part 1 https://drive.google.com/file/d/1U-1ebBXdeN-QCJ9YBb0T98vB4WUl3cmg/view?usp=sharing
Chapter 6 - Controlling performance - part 2
Chapter 7 - Building, leading and managing teams https://drive.google.com/file/d/1cN3QaQLjLYOGpzPcnRXBg3030k_vGLpj/view?usp=sharing
Chapter 8 - Managing organisational relationships https://docs.google.com/document/d/1e1LsaJ-C8tCLLfjhfZPN3b99iYzhlkN5esLOE3c804c/edit?usp=sharing
Chapter 9 - The concept of project management https://docs.google.com/document/d/1Hb9v-wb5DtXO3rbHJkET6sJKbYYt3gmubBeo3fpQ54E/edit?usp=sharing
Chapter 10 - Project management - tools and technique https://docs.google.com/document/d/1Z9GCRxaan4Xq85f9pKuNcy_t3ilDMsUA28HDtidxyMw/edit?usp=sharing
Chapter 11 - Project leadership https://docs.google.com/document/d/12FZCDFmnQMBcrYX98WUR65CW8kJeK4hcXY8HG5UP4s4/edit?usp=sharing
P2
Topic Description Google sheet link

1. Activity based costing and Activity based managemenhttps://drive.google.com/file/d/1d7LNaCJD2iGiHjeVMlFwKJ1VD8ahEU6o/view?usp=sharing
2. The modern business environment https://docs.google.com/document/d/1uj-8L86I6ieXWzw2A1eEvylHGBm_lFMgUfE-GLNqtaA/edit?usp=sharing
3. Costing techniques https://drive.google.com/open?id=1j76n7TbyfJCnMXFbCu0Ak7lRPx3yVkJR
4. Data required for decision making https://drive.google.com/file/d/1paYA2kY7CQ349e603fI31UoK7ogpFqDt/view?usp=sharing
5. The investment decision making process
6. Investment appraisal - further aspects
7. The pricing decision
8. Responsibility centres https://docs.google.com/document/d/1xkMej24Ch6lFsZ1-nDFB17xMg6VF4Z6JiWgccG7OdY8/edit?usp=sharing
9. Alternative measures of performance
10. Transfer pricing
11. The treatment of uncertainty and risk in decision ma https://drive.google.com/file/d/1Fzq0wf-f7qqZBskRGszad19ZmyCnXWNG/view?usp=sharing
12. Risk management
F2
Chapter No Topic Description Google sheet link
1 Long term finance https://docs.google.com/document/d/1Z8FxqwaDW9Z5AaAsQqUZ_z8H0FVYVyGSjmprwg-DXZs/edit?usp=sharing
2 Cost of capital https://docs.google.com/document/d/1ZIHYt5SK3_rcnnpVstExVWkU3qm_D-x1jxcpqc7Ziks/edit?usp=sharing
3 Financial instruments
4 Earnings per share https://drive.google.com/a/ingresspartners.com/open?id=1-BeBwn4nGztL6TOieEXQZ-5-rLqvnmeH
5 Leases https://docs.google.com/document/d/1Ww64ceSv7ahUjHStYKqusK-Z8pX1KxtQ-pWCxlhnkmU/edit?usp=sharing
6 Revenue from contracts with customers https://docs.google.com/document/d/1xrGzpUG6GPxd3RLn2K0jcbOrSUjmQmkwrwH1I3dzmRI/edit?usp=sharing
7 Provisions, contingent liabilities and contingent assets
8 Intangible assets
9 Income taxes https://docs.google.com/document/d/10qh39lxUHoCRTeyH9lYLGE6Wqzl5Wf26TYyqH8SBx-o/edit
10 Foreign currency transactions
11 Group accounts - Subsidiaries (CSOFP) https://docs.google.com/document/d/1YVcZbVEHONj8O3LFkh6oBYkXy65q_cKB_Ahgpq24C1Y/edit?usp=sharing
12 Group accounts - Subsidiaries (CSPLOCI)
13 Group accounts - Associates and joint arrangements https://drive.google.com/a/ingresspartners.com/open?id=1os4VkgfxtlSiuIcYqjaMnkJxLLmH3_ka"
14 Consolidated statement of changes in equity
15 Consolidated statement of cashflows
16 Foreign subsidiaries https://docs.google.com/document/d/186i7eORYJRNq7idVWAvzo2uWRHjvcopr8qFGSKpMBpw/edit?usp=sharing
17 Related party disclosures
18 Integrated Reporting https://docs.google.com/document/d/1XhlDtZ27R60LCHV1M8p3pE3zDmG9A-YTWSdrYIIUMRw/edit?usp=sharing
19 Analysis of financial statements

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CIMA SYLLABUS AND PAST PAPERS

MCS 2022 STUDY PLAN

CIMA - PROFESSIONAL QUALIFICATION Summary Notes

E2 BLUEPRINT E2 Summary notes

P2 BLUEPRINT P2 Summary notes

2015 2016 2017 2018

E2A: Business models and value 1. The ecosystems of 2. The elements of

E2B: Managing people 1. Different types of 2. Individual and team

E2C: Managing projects 1. The concepts and 2. Tools and

F2A: Financing Capital Projects 1. Types and sources 2. Cost of long-term

F2B: Financial Reporting Standards 1. Relevant financial 2. Relevant nancial

F2D: Integrated Reporting 1. The integrated 2. The six capitals of

F2E: Financial Statements 1. Financial statements 2. Actions based on

P2A: Managing the Costs of 1. Cost management 2. Quality management

P2C: Managing and Controlling the 1. Responsibility 2. Approaches to the

2. The elements of 3. New business models

2. Individual and team 3. How to manage relationships

2. Tools and 3. The concepts of project

2. The six capitals of

2. Actions based on 3. The limitations of the tools

2. Quality management 3. Value management

2. The steps and 3. Investment appraisal

2. Approaches to the 3. Behavioural and transfer

P2A: Managing the Costs of Creating Value Skill level

P2A: Managing the Costs of Creating Value (cont.) Skill level

F2A: Financing Capital Projects Skill level

a-b. Long-term debt

c. Markets for long-

F2B: Financial Reporting Standards Skill level

1. Relevant financial reporting standards

F2B: Financial Reporting Standards (cont.) Skill level

2. Relevant nancial reporting standards for a. Relevant IFRS for

Representative task statement

Representative task statement

Understand the three possible methods for measuring

Understand the difference between a joint operation and

Representative task statement

Prepare group accounts based on IFRS including the

Determine the need for and the nature of disclosure of

Representative task statement

Understand the role of the international integrated

Understand the objective of the international integrated

De ne the six capitals.

Representative task statement

E2A: Business models and value creation Skill level

1. The ecosystems a. Markets and

E2A: Business models and value creation

Representative task statement

Understand how a business model shows how an organisation de nes, creates,

Understand the steps in de ning value: identifying stakeholders, ranking stakeholders,

Representative task statement

Representative task statement

Understand fundamental and contemporary concepts in management including the

Understand performance management and associated frameworks.

Understand different approaches to employee performance appraisals.

Representative task statement

Representative task statement

Determine the sources and types of project risks.