CIMA 2010 Syllabus

The definitive paper by paper guide

A detailed guide to the new CIMA 2010 syllabus for students
taking future exams, including paper by paper information and
knowledge gaps between the existing and new syllabus.
It’s time to get ready to go!
We hope over the past twelve months that we have given you enough information
to get ready and get set for the new CIMA 2010 syllabus. It’s now time for you to
get ready to go!

Following our recent survey to students, it’s clear you wanted to know what’s new,
what’s been removed and what the knowledge gaps are for each paper. In this
guide, you’ll find exactly that, as well as lots more helpful information about each
paper. It goes without saying that the knowledge gaps will all be covered in our new
redesigned courses for 2010.

In addition, from this guide you’ll also get:

4 A summary of each paper
4 A full breakdown of the syllabus
4 The weighting for each syllabus area to your final exam mark
4 Information about the exam, including format and timings

Don’t forget, we’re sending out updates to students about the CIMA 2010 syllabus
change so make sure you’re registered by visiting www.bpp.com/cima/2010

Good luck with your studies in 2010 and remember, we’re here to give you
maximum support through the syllabus change.

Syllabus change - quick facts

4 It’s the same number of papers
4 It’s the same number of exam sittings
4 No changes at CIMA Certificate level
4 Paper names are changing – similar content but with some changes
4 New Operational and Management level – existing Managerial level split in
two
4 Successful passing Operational level = Diploma in Management Accounting
4 Clear link between work based practical experience and the Test of
Professional Competence in Management Accounting (formerly TOPCIMA)
exam
Your journey through the new
CIMA Qualification
Award - Member of the Chartered Institute of Management Accountants

T4 - Test of Professional Competence in Management Accounting

Competence
Professional

Part A Part B
Level

Initial Professional Development - + Case Study Examination based on

Work Based Practical Experience pre-seen and unseen material
Strategic

Paper E3
Level

+ Paper P3 + Paper F3
Enterprise Strategy Performance Strategy Financial Strategy

Award - CIMA Advanced Diploma in Management Accounting

Management
Level

Paper E2 Paper P2 Paper F2

+ +
Enterprise Management Performance Management Financial Management

Award - CIMA Diploma in Management Accounting

Operational

Paper E1 Paper P1 Paper F1

Level

+ +
Enterprise Operations Performance Operations Financial Operations

Enterprise pillar Performance pillar Finance pillar

Pre-requisite entry requirements (eg CIMA Certificate in Business Accounting, degrees in

business or accounting or AAT Technician/Diploma level).

Award - CIMA Certificate in Business Accounting

Paper C01 Paper C02 Paper C03 Paper C04 Paper C05
Fundamentals of Fundamentals of Fundamentals of Fundamentals of Fundamentals of
Management Financial Business Business Ethics,
Accounting Accounting Mathematics Economics Corporate
Governance and
Business Law
E1 Enterprise Operations
This paper addresses several business functions and will introduce you to the economic, social and political
context of international business. The business functions you will address are information systems,
operations management, marketing and managing human capital. You will look at major developments in
each function as well as the tools and techniques important to them.

E1 (previously P4) - CIMA 2010 syllabus change

What’s new in Enterprise Operations?
A brand new Syllabus Area called ‘Global Business Environment’. This covers the international aspects
of today’s dynamic corporate world, looking at topics like multinational markets and economies,
offshore outsourcing, the changing face of regulation and impacts on corporate governance.

What’s gone from the old P4 syllabus?

Change Management has moved in its entirety to the new E3 paper. The scope of Managing Human
Capital has also been reduced (from 30% to 20% of the syllabus).

Paper E1 Our study options towards E1 are designed to focus on the most
syllabus summary important aspects of the syllabus including:

4 Explaining the social, political and economic 4 Applying tools and techniques of operations
context of business management

4 Analysing the relationship between the 4 Explaining developments in marketing

internal governance of the firm and external
4 Applying tools and techniques used in
sources of governance and regulation
support of the organisation’s marketing
4 Discussing the wider business context within
4 Explaining the relationship of Human
which information systems operate
Resources (HR) to the organisation’s
4 Analysing how information systems can be operations
implemented in support of the organisation’s
4 Discussing the activities associated with the
strategy
management of human capital
4 Explaining the relationship of operations
management to other aspects of the
organisation’s operations
Syllabus structure
Topic Weighting
A The Global Business Environment 20%
B Information Systems 20%
C Operations Management 20%
D Marketing 20%
E Managing Human Capital 20%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Three sections
• Section A (20 marks) – variety of compulsory objective questions, each worth between two and
four marks. You may be given a scenario that relates to a group of questions

• S ection B (30 marks) – six compulsory short answer questions worth five marks each. You may
be given a short scenario which applies to some or all of the questions

• Section C (50 marks) – one or two compulsory questions. You may be given a scenario relating
to the questions
P1 Performance Operations
This paper will introduce you to the tools and techniques that generate information needed to evaluate and
control present and projected performance.You will forecast key variables and evaluate potential
uncertainties about future events. Budget construction then uses the budget in conjunction with costing
systems in order to evaluate actual performance. Similarly, project appraisal requires future financial
projections to evaluate expected performance and actual outcomes.You will explore both concepts with
the emphasis on the critical importance of optimising cash flow. The final section of the paper continues this
theme with a focus on working capital management.

P1 (name unchanged) - CIMA 2010 syllabus change

This paper has probably seen the most significant changes in the transition to the new
syllabus.

What’s new in Performance Operations?

4 Project appraisal (NPV/IRR) and dealing with uncertainty constitute 40% of the new P1 syllabus,
topics previously examined in their entirety in P2.
4 The management of short term finance has also come into P1 from the old P7 paper, now making
up 20% of the new P1.
4 The majority of the fundamental cost accounting techniques remain in P1, although environmental
accounting is a brand new sub-topic in the new syllabus.

What’s gone to make space for all of this?

4 Process costing is no longer in the P1 syllabus at all (although still covered at Certificate Level in
C01).
4 The majority of the discussion around different budgeting techniques has moved out to P2, as has
performance measurement techniques like non-financial performance indicators.
4 The whole syllabus area on Control and Performance Measurement of Responsibility Centres has
also moved to P2, so new syllabus P1 students will not have to deal with transfer pricing just yet.

Paper P1 Our study options towards P1 are designed to focus on the

syllabus summary most important aspects of the syllabus including:

4 Discussing costing methods and their results 4 Evaluate project proposals

4 explain the role of MRP and ERP systems 4 Analyse information to assess the impact on
4 Apply principles of environment costing. decisions of variables with uncertain values

4 Explain the purposes of forecasts, plans and 4 Analyse the working capital position and
budgets identify areas for improvements

4 Prepare forecasts of financial results 4 Identify short-term funding and investment

opportunities
4 Prepare budgets based on forecasts
4 Prepare information to support project
appraisal
Syllabus structure
Topic Weighting
A Cost Accounting Systems 30%
B Forecasting and Budgeting Techniques 10%
C Project Appraisal 25%
D Dealing with Uncertainty in Analysis 15%
E Managing Short Term Finance 20%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Three sections
• Section A (20 marks) – variety of compulsory objective questions, each worth between two and
four marks. You may be given a scenario that relates to a group of questions

• S ection B (30 marks) – six compulsory short answer questions worth five marks each. You may
be given a short scenario which applies to some or all of the questions

• S ection C (50 marks) – one or two compulsory questions. You may be given a scenario relating
to the questions
F1 Financial Operations
In Paper F1, you will learn how to prepare full financial statements for a single company and also principal
consolidated financial statements for a simple group. This will cover a wide range of international standards.
In order to ensure that financial statements meet the users’ needs, you will also learn about the regulatory
and ethical context of financial reporting. The Principles of taxation are covered to support accounting for
taxes in financial statements and as a basis for examining the role of tax in financial analysis and decision-
making in subsequent papers (Paper F2 Financial Management and Paper F3 Financial Strategy).

F1 (previously P7) - CIMA 2010 syllabus change

4 Under the new 2010 syllabus F1 Financial Operations replaces the old P7 Financial Accounting and
Tax Principles.
4 The syllabus changes have been generally good news for this paper.
4 F1 has lost the Managing Short Term Finance area of the syllabus. The topics covered within this area
were: working capital and the operating cycle, cash flow forecasts, cash management, borrowing and
investing, receivables and payables, and managing inventory. These have all moved to paper P1,
Performance Operations where they are a much more logical fit.
4 F1 has gained a couple of new topics – professional ethics and basic group accounts.
4 Professional ethics is a brand new topic which is often covered alongside audit, one of the topics
which remain unchanged in this paper.
4 With regards group accounts - under the old syllabus students were introduced to this in paper P8
Financial Analysis, the paper that was the natural follow on from P7.
4 Now you will get a gentle introduction to group accounts in F1 and then move on to develop this
knowledge by covering the more complex aspects of group accounts in F2 Financial Management.
4 The tax element of the paper remains unchanged.

Paper F1 Our study options towards F1 are designed to focus on the

syllabus summary most important aspects of the syllabus including:

4 Explain the types of tax that can apply to
incorporated business, their principles and
potential administrative requirements
4 Explain fundamental concepts in international
taxation of incorporated business
4 Prepare corporate income tax calculations
4 Apply the accounting rules for current and
deferred taxation
4 Explain the need for and methods of
regulating accounting and financial reporting
4 Apply the provisions of the CIMA Code of
Ethics for Professional Accountants
4 Prepare the full financial statements of a
single company and the consolidated
statements of financial position and
comprehensive income for a group (in
relatively straightforward circumstances)
4 Apply international standards dealing with a
range of matters and items
Syllabus structure
Topic Weighting
A Principles of Business Taxation 25%
B Regulation and Ethics of Financial Reporting 15%
C Financial Accounting and Reporting 60%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Three sections
• Section A (20 marks) – variety of compulsory objective questions, each worth between two and
four marks. You may be given a scenario that relates to a group of questions

• S ection B (30 marks) – six compulsory short answer questions worth five marks each. You may
be given a short scenario which applies to some or all of the questions

• Section C (50 marks) – one or two compulsory questions. You may be given a scenario relating
to the questions
E2 Enterprise Management
Paper E2 will move from the emphasis on functional knowledge in Paper E1 towards a holistic and
integrated view of management across the organisation.You will be building on important concepts in
strategic management and identifying the key types of competitive environment through tools and
techniques. Finally, you will look at project management and team management with the legal aspects of
managing individuals and the softer elements of negotiation and leadership skills.

E2 (previously P5) - CIMA 2010 syllabus change

The three major areas covered in this paper have not changed in the new syllabus – they remain
Management of Relationships, Strategic Management and Project Management.

At the detailed level, the major change is the addition of material on the competitive environment.
In line with CIMA’s approach of pushing more knowledge down from strategic level papers, this has
moved from the old P6. It includes Porter’s Diamond and competitor analysis. Management of the
finance function and management of professional relationships have moved in from P9.

To balance this, corporate governance and corporate social responsibility have moved to E1. There
is also a reduced emphasis on management styles and techniques, with topics such as time
management, information gathering and managing conflict being removed from the syllabus.

Paper E2 Our study options towards E2 are designed to focus on the

syllabus summary most important aspects of the syllabus including:

4 Discuss different competitive environments 4 Evaluate the relationship of the project

and key external characteristics of these manager to the external environment
environments 4 Discuss concepts associated with the
4 Discuss developments in strategic effective operation of an organisation
management 4 Discuss the activities associated with
4 Discuss tools and techniques of project managing people and their associated
management techniques
Syllabus structure
Topic Weighting
A Strategic Management and Assessing the Competitive Environment 30%
B Project Management 40%
C Management of Relationships 30%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Two sections
• Section A (50 marks) – Five compulsory medium answer questions worth ten marks each. You
may be given a short scenario which applies to some or all of the questions

• Section B (50 marks) – One or two compulsory questions. You may be given a short scenario
relating to the questions
P2 Performance Management
In Paper P2, you will focus on the application of information in managing processes of decision-making,
control and performance optimisation. The first two sections introduce you respectively to the key
contributors to operational performance – revenue (how to make a decision of what to produce at what
price) and cost (how to manage them to maximise profitability). In the final two sections, you will then look
at the control in monitoring, improving performance and the principles and practices in the use of
responsibility centres and budgeting.

P2 (name unchanged) - CIMA 2010 syllabus change

4 60% of the current P2 syllabus topics remain in P2 under the new syllabus.
4 Investment appraisal and risk and uncertainty are no longer in P2 instead featuring in the new P1
syllabus.
4 There are 2 new syllabus areas in P2. These are:
• Budgeting and Management Control
• Control and Performance Measurement of Responsibility Centres.
4 Broadly, the topics concerned here are feedback / feedforward control, rolling budgets, flexible
budgets, behavioural impacts of budgeting, beyond budgeting, performance measurement using
financial and non financial indicators, performance measurement within decentralised businesses and
transfer pricing. These were all previously examined within P1.

Paper P2 Our study options towards P2 are designed to focus on the

syllabus summary most important aspects of the syllabus including:

4 Discuss concepts of cost and revenue
relevant to pricing and product decisions
4 Analyse short-term pricing and product
decisions
4 Discuss pricing strategies and their
consequences
4 Evaluate techniques for analysing and
managing costs for competitive advantage
4 Explain the principles that underlie the use of
budgets in control
4 Discuss the broader managerial issues arising
from the use of budgets in control
4 Discuss the use of responsibility centres in
devising organisation structure in
management control
4 Discuss information suitable for management
decision-making in responsibility centres
4 Discuss the broader managerial issues arising
from the division of the organisation into
responsibility centres.

4 Evaluate performance using budgets,

recognising alternative approaches and
sensitivity to variable factors
Syllabus structure
Topic Weighting
A Pricing and Product Decisions 30%
B Cost Planning and Analysis for Competitive Advantage 30%
C Budgeting and Management Control 20%
D Control and Performance Measurement of Responsibility Centres 20%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Two sections
• Section A (50 marks) – Five compulsory medium answer questions worth ten marks each. You
may be given a short scenario which applies to some or all of the questions

• S ection B (50 marks) – One or two compulsory questions. You may be given a scenario relating
to the questions
F2 Financial Management
Paper F2 extends the scope of Paper F1 where you will move to more advanced topics in financial
accounting and developments in external reporting.You will prepare full consolidated financial statements
and deal with more complex issues in the principles of accounting standards. The advanced material
provided in this paper will allow you to achieve more meaningful analysis and interpretation of accounts.

F2 (previously P8) - CIMA 2010 syllabus change

The syllabus content of Paper F2 is almost identical to that of the old syllabus equivalent,
Paper P8.

New topic
IFRS 2 Share-based payment is examinable in the new paper. This topic has not been examinable under
the old syllabus.

Technical changes
A number of accounting standards have recently been revised and these revised versions become
examinable from the first sitting of the new syllabus. The standards affected are:
4 IAS 1 Presentation of Financial Statements
4 IFRS 3 Business Combinations, and
4 IAS 27 Consolidated and Separate Financial Statements
The changes introduced in IAS 1 have a wide-ranging effect, as they change some of the layouts and
terminology used in preparing financial statements. If you have already studied Paper P8 under the old
syllabus you will notice a number of changes to aspects of group accounting as a result of the revisions
to IFRS 3 and IAS 27.

Paper F2 Our study options towards F2 are designed to focus on the

syllabus summary most important aspects of the syllabus including:

4 Prepare the full consolidated statements of a 4 Produce a ratio analysis from financial
single company and the consolidated statements and supporting information
statements of financial positions and 4 Evaluate performance and position
comprehensive income for a group (in
4 Discuss contemporary developments in
relatively complex circumstances)
financial and non-financial reporting
4 Explain the principles of accounting for
capital schemes and foreign exchange rate
changes.
4 Discuss accounting principles and their
relevance to accounting issues of
contemporary interest
Syllabus structure
Topic Weighting
A Group Financial Statements 35%
B Issues in Recognition and Measurement 20%
C Analysis and Interpretation of Financial Accounts 35%
D Developments in External Reporting 10%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Two sections
• Section A (50 marks) – Five compulsory medium answer questions worth ten marks each. You
may be given a short scenario which applies to some or all of the questions

• S ection B (50 marks) – One or two compulsory questions. You may be given a scenario relating
to the questions
E3 Enterprise Strategy
Paper E3 continues with the integration of skills across functions and focuses on developing the knowledge
and skills used in designing and implementing strategy.You will explore how strategy is developed in a
context and how it can be affected by the organisation’s external environment and stakeholders.
Implementing strategy involves tools and techniques associated with change management.You will cover
tools and techniques which will assist in the evaluation of the performance implications of a given strategy.

E3 (previously P6) - CIMA 2010 syllabus change

There have been some significant changes to the old strategic level Business Strategy (P6) paper in
the CIMA syllabus. A summary of the main ‘ins’ and ‘outs’ for the new Enterprise Strategy (E3)
paper are outlined below:

In: Change Management – this was formerly found in the old managerial level paper P4 OMIS. The
syllabus content looks similar covering well known theories such as Lewin’s ‘forcefield analysis’
and ‘unfreeze, move, refreeze’ model. However questions in E3 will focus on your ability to
identify the triggers for change and advising on how to implement strategic change.

Out: Making room for change management is ‘assessing the Competitive Environment’, this being
pushed down to the replacement paper for Integrated Management called Enterprise
Management. As such an awareness of environmental analysis models such as Porter’s Five
Forces, Porter’s Diamond, and PEST will be assumed in E3

Paper E3 Our study options towards E3 are designed to focus on the

syllabus summary most important aspects of the syllabus including:

4 Evaluate the key external factors affecting 4 Evaluate the process of strategy
an organisation’s strategy development
4 Evaluate the impact of information systems
4 Evaluate tools and techniques used in
on an organisation
strategy formulation
4 Advise on important elements in the
4 Evaluate the tools and processes of strategy
change process
implementation
4 Evaluate tools and methods for successfully
implementing a change programme
4 Recommend change management
processes in support of strategy
implementation
Syllabus structure
Topic Weighting
A Interacting with the Competitive Environment 20%
B Change Management 20%
C Evaluation of Strategic Options 30%
D Implementation of Strategic Plans 30%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Three sections
• S ection A (50 marks) – Four compulsory answer questions worth fifty marks. You will be given a
pre-seen case study and unseen case material. (Note: The pre-seen case study is common to all
three of the strategic level papers i.e Paper E3, P3 and F3)

• S ection B (50 marks) – Two questions from a choice of three worth twenty five marks. You may
be given a short scenario which applies to some or all the questions
P3 Performance Strategy
You will explore two key issues which underpin Paper P3 – what financial and non-financial risks face the
organisation and how those risks can be managed and controlled? The paper provides you with the
management strategies of risk identification and management which involves establishing and monitoring
appropriate systems of internal control. With the growing importance of ‘new’ sources of risk, you will pay
particular attention to risks arising from governance, ethical and social/environment issues.

P3 (name unchanged) - CIMA 2010 syllabus change

The overall theme of P3 remains unchanged – this paper deals with risks that organisations face and
how they can be controlled. The syllabus topics are also unchanged.

At the detailed level, most of the syllabus changes are minor and are not expected to change the
content examined very much. CIMA have introduced a new learning objective alongside Corporate
Governance, which is evaluating ethical issues as a source of risk and control mechanisms for their
detection and resolution. Ethical issues have always been a part of P3, but this may indicate that it will
have an increased emphasis in the new syllabus.

One topic has been removed from the syllabus, which is the role and management of the Treasury
function, including how it should be organised. This has been transferred to Paper F3, Financial Strategy.

Paper P3 Our study options towards P3 are designed to focus on the

syllabus summary most important aspects of the syllabus including:

4 Evaluate control systems for organisational
activities and resources
4 Evaluate types of risk facing an organisation
4 Evaluate risk management strategies and
internal controls
4 Evaluate governance and ethical issues facing
an organisation
4 Discuss the importance of management
review of controls
4 Evaluate the process and purposes of audit
in the context of internal control systems
4 Discuss corporate governance and ethical
issues facing an organisation
4 Evaluate financial risks facing an organisation
4 Evaluate alternative risk management tools
4 Evaluate the benefits and risks associated
with information-related systems.
Syllabus structure
Topic Weighting
A Management Control Systems 10%
B Risk and Internal Control 25%
C Review and Audit of Control Systems 15%
D Management of Financial Risk 35%
E Risk and Control in Information Systems 15%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Two sections
• Section A (50 marks) – Four compulsory answer questions worth fifty marks. You will be given a
pre-seen case study and unseen case material. (Note: The pre-seen case study is common to all
three of the strategic level papers i.e Paper E3, P3 and F3)
• Section B (50 marks) – Two questions from a choice of three worth twenty five marks. You may
be given a short scenario which applies to some or all the questions
F3 Financial Strategy
Paper F3 will introduce you to the key elements in managing the organisation’s financial strategy to achieve
its objectives within the external constraints such as the general regulatory and investment environment.
You will cover the features and implications of a full range of major financing instruments and investment
decisions. These decisions will help you to take account of financial analysis in the context of the broader
strategic issues.

F3 (previously P9) - CIMA 2010 syllabus change

What’s new?
The only new area is ‘short-term hedging strategies’ which appears in section A of the syllabus, this
area was covered in the old syllabus in paper 3 risk and control strategy and is still covered in the
new syllabus version of this paper (paper P3 Performance Strategy).

What’s gone?
Management of the finance function has been moved to paper E2 Enterprise Management - but note
that discussion of the Treasury function is still examinable in this paper.

Paper F3 Our study options towards F3 are designed to focus on the

syllabus summary most important aspects of the syllabus including:

4 Discuss potential strategic financial objectives, 4 Discuss the treasury function

and the relationships among and constraints 4 Evaluate investment choices
on the elements of financial strategy
4 Evaluate opportunities for merger, acquisition
4 Evaluate the financial strategies and objectives and divestment
of an organisation and the extent of their
4 Evaluate procedures for investment projects
attainment
4 Evaluate the financing requirements of an
organisation and strategies for meeting those
requirements
Syllabus structure
Topic Weighting
A Formulations of Financial Strategy 25%
B Financing Decisions 30%
C Investment Decisions and Project Control 45%

About the exam

4 Written exam
4 Three hours (plus 20 minutes of pre-exam reading time)
4 Two sections
• Section A (50 marks) – Four compulsory answer questions worth fifty marks. You will be given a
pre-seen case study and unseen case material. (Note: The pre-seen case study is common to all
three of the strategic level papers i.e Paper E3, P3 and F3)
• Section B (50 marks) – Two questions from a choice of three worth twenty five marks. You may
be given a short scenario which applies to some or all the questions
Test of Professional Competence in
Management Accounting
78% of our TOPCIMA students pass their exams*

The Test of Professional Competence in Management Accounting (formerly TOPCIMA) comprises two
component parts that you must complete.
4 Part A - Initial professional development and work based practical experience
4 Part B - Case study examination

Credits are used to measure success, rather than marks. To pass the Test of Professional Competence in
Management Accounting, you must achieve an aggregated minimum of 75 credits – comprising a minimum
of 50 credits for Part A (maximum 50 credits) and a minimum of 25 credits for Part B (maximum of 50
credits).

You should undertake Part A and Part B concurrently, although either can be taken in any order once you
have completed Strategic level. The overall result for the Test of Professional Competence in Management
Accounting can only be given once you have completed both parts.

*Based on 840 students sitting TOPCIMA on PC in September 2009

CIMA 2010 syllabus change

Currently, students who complete The Test of Professional Competence in Management
Accounting exams obtain the ‘Passed Finalist’ title until they complete submission of their practical
experience. New changes going forward mean that there will be increased importance placed on
also having completed the practical experience requirements. The title “Passed Finalist” will no
longer be in use and students will have to complete both exams and practical experience
requirements in order to receive recognition of this qualification.
Syllabus structure

You must gain a minimum of three years’ relevant work based practical experience.
Part A Experience may be drawn from any of the following three areas shown in the table
below, but a minimum of 18 months must be gained within the ‘Core’ area.
You must record your practical experience within a Career Profile and submit this to
CIMA for assessment. Your approved Career Profile is awarded 50 credits – the amount
needed to meet the requirements for Part A of the Test of Professional Competence in
Management Accounting.

The examination is based upon a case study that is set within a simulated business
Part B context relating to one or more fictionalised organisations. However, the context
described in the case material is based on a real business or industry.
The examination comprises a three hour assessment of competence, completed within a
supervised examination environment. It provides you with an integrated test of syllabus
content that is mainly included within the three strategic level papers – E3, P3 and F3.
However, it will also draw upon content you have covered within the Management and
Operational level papers. The Case Study Examination therefore has no specific syllabus
content of its own.
The Case Study Examination primarily involves your application of strategic management
accounting techniques to analyse, recommend and support decisions. You will be required
to deal with material in a less structured situation than those encountered in previous
strategic level papers, and to integrate a variety of skills to arrive at a recommended
solution. It is unlikely that there will be a single right answer to such a complex business
problem, and you will be expected to recognise the possible alternatives in dealing with a
problem.
The emphasis will be on assessing your capabilities and competence in the application of
appropriate, relevant knowledge, the ability to demonstrate the higher level skills of
synthesis, analysis and evaluation, and skill in effectively presenting and communicating
information to users.
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