CIMA November 2014 Exam prediction from London School of Business and Finance
E1 - Enterprise Operation
* National cultural differences (The Hofstede Model).
* Implementation of systems with a view to overcoming user resistance.
* Measuring service quality (SERVQUAL).
* Pricing strategies.
* Effective appraisal systems.
P1 - Performance Operation
• Investment appraisal, NPV, IRR, Asset replacement cycle.
• Variances – Mix and yield variances along with some basic ones and operating statement.
• ABC and Absorption costing.
• Risk – Maximax, maximin, expected value, minimax regret, value of perfect information.
• Working capital valuation and period.
F1 - Financial Operation
• Income tax and deferred tax calculations.
• Property, plant and equipment, including disposals, depreciation and revaluations.
• Consolidated financial statements consisting of subsidiary and associate.
• Principles of business taxation theory.
• IASB framework
E2 - Enterprise Management
• Levels of strategy.
• Porter’s diamond.
• Transaction cost theory.
• Project planning.
• Network diagram.
• Conflict.
• Groups and teams.
• Communication.
• Ethics and corporate social responsibilities.
F2 - Financial Management
• Share based payments – both SAR and options.
• Pension calculation.
• Foreign subsidiary consolidation – theory plus selection of calculations.
• Stepped acquisition – control to control.
• Human resource accounting issues.
• Full ratio calculation.
• Hybrid liabilities.
• Variances.
• Budgeting.
• CVP analysis.
• Investment appraisal.
• Transfer pricing.
E3 - Enterprise Strategy
• Ansoff growth strategies.
• Change management on implementation possibly via Lewin.
• Management of stakeholder ethical context.
• CSF and performance measure identification.
• Using technology to enhance advantage.
F3 - Financial Strategy
• Weighted average cost of capital.
• Investment appraisal
• Valuation technique.
• Financial objectives and dividend policy.
• Business finance.
P3 - Performance Strategy
• Operational risks in a specific scenario.
• The role of senior staff in risk management.
• Difficulties encountered when staff ignore or subvert control systems.
• Issues when implementing new management accounting systems.
• Currency risk (with calculations).
• Internal audit reviews.
• Failure of IT systems.
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