CGMA Strategic Management Accounting
The CGMA designation elevates the profession of management accounting and showcases your value around the world. This CPE program provides you with the technical knowledge required for the CGMA exam related to strategic management accounting. Its three primary areas of focus are on strategy development and implementation, corporate financial strategy, and governance and risk management.
Format
Online
NASBA Field of Study
Auditing
Level
Intermediate
CPE Credits
53.5
Author(s)
Kaplan Publishing Limited
Availability
2 years
Product Number
165350
While the overall program is essential learning for CGMA exam candidates, it is also available in smaller components to support the development of strategic management accounting skills for existing CGMAs and other management accountants.
Starting with an enterprise view from the top, this CPE course guides you on a path from the development of an organizational strategy to the challenges of implementation. Along the way, numerous examples illuminate the insights required for a competitive corporate financial strategy. The course concludes by considering the major risk factors involved when implementing, monitoring, or adjusting strategy to guide the enterprise in achieving its objectives.
With the opportunity to apply your understanding throughout the course, you will be given multiple chances to reflect on a variety of scenarios that, in turn, help you develop insights to generate the best alternatives and recommend the best strategic course of action. Plus, at over 50 hours of CPE, you can choose from any or all of the components that are most relevant to you and your employer.
#Courses Included
The CGMA Strategic Management Accounting program is comprised of 37 courses that total 53.5 hours of eligible CPE credit. There are three tracks in the program as listed below.
##Strategy Development and Implementation Track *Strategy Development Track
- The Process of Strategy Formulation
- Strategic Analysis – Mission, Vision, and Stakeholders
- Strategic Analysis – External Environmental Analysis
- Strategic Analysis – Internal Environmental Analysis
- Strategic Analysis – Current Position of the Organization Analysis
- Strategic Analysis - Options and Choices *Strategy Implementation & Change Management Track
- Performance Measurement Techniques
- Information Technology and ebusiness
- Information for Advantage and Knowledge Management
- Customers, Suppliers and Supply Chain Management
- Change Management – Understanding the Context of Change
- Change Management – Managing the Change Process ##Corporate Financial Strategy Track *Finance & Treasury Management Track
- Financial Performance Analysis and Measurement
- Financial and Non-financial Objectives
- Integrated Reporting
- Development of Financial Strategy
- Hedge Accounting ##Corporate Financing and M&A Track *Financing - Equity Finance
- Financing - Debt Finance
- Financing - Capital Structure and Dividend Policy
- Financial and Strategic Implications of Mergers and Acquisitions
- Methods of Business Valuations ##Governance and Risk Management Track *Enterprise Risk Management & Internal Control Track
- Risk Overview
- Risk Management
- Internal Control
- Risk and Control of Information Systems
- Information Strategy
- Management Control Systems *Corporate Governance Track
- Fraud Risk Management
- Business Ethics
- Corporate Governance
- Internal Audit Overview *Financial Risk Management Track
- Financial Risk Management
- Foreign Currency Risk Management and Translation
- Interest Rate Risk Management
- Cost of Capital and Capital Investment Decisions
- Investment Strategy, Appraisal, and Stakeholder Management
- CGMA exam candidates
- Those seeking to convey accounting skills into expanded roles of strategic influence and business decision making
- The processes of strategic analysis and strategy generation.
- The influence and impact of the external environment on strategy.
- Value chains and product portfolio management.
- Information systems and their impact on strategy.
- Key considerations in and impacts of organizational change.
- Ratios to assess profitability, financial performance, financial position and financial adaptability.
- The strategic impact of changes in capital structure.
- Sustainability and integrated reporting.
- The development of financial strategy, including methods of debt and equity financing, M&A and divestments.
- Pricing structures and the bidding process.
- Organizational risk and mitigation strategies.
- Strategic, operational and financial risks that arise from international operations.
- Financial risk and mitigation strategies.
- Risks of unethical behavior and poor governance structures.
- Evaluate the process, tool and techniques of strategy formulation and implementation.
- Evaluate the influence of key external factors on organizational strategy.
- Evaluate the information systems requirements for successful strategic implementation.
- Identify the important elements, tools and methods in the change process.
- Recommend change leadership processes in support of strategy implementation.
- Evaluate strategic financial management policy decisions.
- Evaluate the value of entities and the opportunities for acquisition, merger and divestment.
- Evaluate the types of risk facing an organization and recommend appropriate responses (strategic, operational, financial, ethical)
- Evaluate risk management strategies and internal controls.
- Evaluate the tools and processes required for strategy implementation.
- Evaluate control systems for organizational activities and resources.
- Evaluate the risks associated with corporate governance.
- Evaluate the risks arising from changes in the environment for capital investment appraisal.
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