23 November 2010 Tuesday Afternoon Session

Instructions to candidates
You are allowed three hours to answer this question paper.
You are allowed 20 minutes reading time before the examination begins
during which you should read the question paper and, if you wish, highlight
and/or make notes on the question paper. However, you are not allowed,
under any circumstances, to open the answer book and start writing or use
your calculator during this reading time.
You are strongly advised to carefully read ALL the question requirements
before attempting the question concerned (that is, all parts and/or subquestions). The question requirements for Section A are highlighted in a
dotted box.
ALL answers must be written in the answer book. Answers or notes written
on the question paper will not be submitted for marking.
You should show all workings as marks are available for the method you use.
ALL QUESTIONS ARE COMPULSORY.
Section A comprises 3 questions on pages 2 to 7.
Section B comprises 1 question containing 12 objective test sub-questions on
pages 8 to 11.
Maths tables and formulae are provided on pages 13 to 15. These are
detachable for ease of reference.
The list of verbs as published in the syllabus is given for reference on page
19.
Write your candidate number, the paper number and the examination subject
title in the spaces provided on the front of the examination answer book. Also
write your contact ID and name in the space provided in the right hand
margin and seal to close.
Tick the appropriate boxes on the front of the answer book to indicate which
questions you have answered.

G1 - CIMA Professional Gateway Assessment

G1 - CIMA Professional
Gateway Assessment (CPGA)

TURN OVER

The Chartered Institute of Management Accountants 2010

SECTION A 75 MARKS
[You are advised to spend no longer than 45 minutes on each question in this section]

ANSWER ALL THREE QUESTIONS

Question One
ZTG, a manufacturing company, has developed a new product. This required an initial capital
investment of $5m. At the end of the products life the capital equipment is expected to have a
value of $3m. ZTG requires an annual return (ARR) of 20% on its average investment in products
of this type. The new product has an expected life of one year before it will be replaced by a more
advanced product.
Production
The new product will be manufactured in batches of 1,000 units using a just-in-time production
system.
The first batch is expected to incur a direct labour cost of $100,000 but a 75% learning curve is
expected until the cumulative production equals 30 batches. Thereafter, each batch is expected to
th
incur the same direct labour cost as that of the 30 batch.
The expected direct materials cost for the first batch is $50,000. However, an experience curve is
expected to apply to the first ten batches produced; thereafter no further savings in material costs
per batch are expected.
Other production costs are expected to be $10,000 per batch.
Sales
Sales of the new product are expected as follows for each of the four stages of the product life
cycle:
Stage

Units sold

Introduction
Growth
Maturity
Decline

10,000
30,000
60,000
30,000

Selling price per unit

$120
$100
$ 80
$ 50

Note: The learning index for a 75% learning curve is -0.4150

The requirement for Question One is on the opposite page

CPGA

November 2010

Required:
(a)

Prepare calculations to show the total direct labour cost of the product for each of the
four stages of the product life cycle.
(8 marks)

(b)

Assuming that there is no experience curve in relation to the product's direct material
cost, prepare a statement that shows the profitability of the new product for each of
the four stages of the product life cycle individually and in total for the product's life.
(4 marks)

(c)

Assuming that the direct material experience curve applies, calculate the average
direct material cost per batch that must be incurred in order for ZTG to meet its ARR
target over the life cycle of the product.
(5 marks)

(d)

Discuss the concept of life cycle costing and its effect on product pricing strategies at
different stages of the product life cycle. Use the ZTG scenario to illustrate your
answer.
(8 marks)
(Total for Question One = 25 marks)

Section A continues on the next page

TURN OVER
November 2010

CPGA

Question Two
Mrs E, an entrepreneur, has had a number of business successes in the retail sector. Building on
her achievements she now feels ready to move on to bigger things and has recently identified an
opportunity to develop a shopping centre.
So far, Mrs E has secured the interest of a number of investors, identified a suitable site for the
shopping centre, had an architect draw up plans and received planning permission. She wants the
construction work on the shopping centre to start as soon as possible.
Mr G, who has an impressive record of managing construction projects, has been appointed by
Mrs E to be the project manager for the construction of the shopping centre. However, at the
early stage of the project Mrs E is already interfering and is putting pressure on Mr G to get
started on the construction of the shopping centre. She is frustrated by the time Mr G says he
needs in the project initiation and planning phases and is irritated by his insistence on formalising
the project management process.
Mr G has decided that to help the working relationship he needs to explain to Mrs E the potential
problems she may face without proper project planning.

Required:
(a)

Prepare a report which explains the potential problems that the shopping centre
project could face without good project planning.
(10 marks)

(b)

Explain the contribution of different project management tools and techniques that
could help Mr G in planning the project.
(15 marks)
(Total for Question Two = 25 marks)

Section A continues on page 6

CPGA

November 2010

This page is blank

TURN OVER

November 2010

CPGA

Question Three
The statements of comprehensive income for three entities for the year ended 30 September
2010 are presented below:

Revenue
Cost of sales
Gross profit
Administrative expenses
Distribution costs
Investment income
Finance cost
Profit before tax
Income tax expense
Profit for the year
Other comprehensive income
Actuarial gains on defined benefit pension plan
Tax effect of other comprehensive income
Other comprehensive income for the year,
net of tax
Total comprehensive income for the year

CAS

MC

AC

$000
20,160
(10,800)
9,360
(2,280)
(2,400)
240
(1,080)
3,840
(1,200)
2,640

$000
18,720
(10,080)
8,640
(2,220)
(2,100)
(720)
3,600
(1,080)
2,520

$000
15,840
(8,640)
7,200
(1,950)
(1,650)
(648)
2,952
(900)
2,052

330
(90)

-__

120
(45)

240
2,880

____
2,520

75
2,127

Additional information
1.

CAS acquired 480,000 of the 600,000 $1 issued ordinary shares of MC on 1 May 2010 for
$8,400,000. The reserves of MC at 1 May 2010 were $6,150,000. A year end impairment
review indicated that goodwill on acquisition of MC was impaired by 10%. The group policy
is to charge impairment losses to administrative expenses. The group policy is to value the
non-controlling interest at the proportionate share of the fair value of the net assets at the
date of acquisition.
The fair value of the net assets acquired was the same as the book value with the
exception of property, plant and equipment, which was higher by $2,880,000. The uplift in
value related to a depreciable property with an estimated total useful life of 50 years. At the
date of acquisition MC had owned and used this property for 10 years. The group policy is
to charge depreciation on buildings to administrative expenses on a monthly basis from the
date of acquisition to the date of disposal.

2.

CAS disposed of 120,000 $1 ordinary shares of AC on 1 July 2010 for $2,880,000. CAS
had acquired 225,000 of the 300,000 $1 issued ordinary share capital of AC for $2,940,000
on 1 November 2007, when the balance on reserves was $3,060,000. The fair value of the
shareholding retained at 1 July 2010 was $2,376,000. There was no evidence of goodwill
having been impaired since the date of acquisition. The reserves of AC at 1 October 2009
were $3,900,000.

3.

MC paid a dividend of $300,000 on 1 September 2010 and CAS has recorded its share in
investment income.

4.

CAS holds several available for sale investments, and accounts for these in accordance
with IAS 39 Financial Instruments: recognition and measurement. Gains on subsequent
measurement of $138,000 occurred in the year. The Financial Controller however, is
unsure how this should be presented within the statement of comprehensive income and so
has yet to include it.

5.

CAS also disposed of an available for sale investment during the year to 30 September
2010 for $1,890,000, when the carrying value of the investment was $1,740,000. The gain
on disposal of $150,000 is included in administrative expenses. Previously recognised
gains associated with this investment of 120,000 still remain in other reserves.

CPGA

November 2010

Assume that all income and gains for the three entities accrue evenly throughout the year.
Ignore any further tax impact of available for sale investments.
Round all figures to the nearest $000.

Required:
Prepare the consolidated statement of comprehensive income for the CAS group for the
year ended 30 September 2010.
(Total for Question Three = 25 marks)

(Total for Section A = 75 marks)

End of Section A
Section B starts on the next page

TURN OVER
November 2010

CPGA

SECTION B 25 MARKS
[You are advised to spend no longer than 45 minutes on this section]

ANSWER ALL TWELVE QUESTIONS

Instructions for answering Section B:

The answers to the twelve sub-questions in Section B should ALL be written in your
answer book.
Your answers should be clearly numbered with the sub-question number and ruled
off so that the markers know which sub-question you are answering. For multiple
choice questions you need only write the sub-question number and the letter
of the answer option you have chosen. You do not need to start a new page for
each sub-question.

Question Four
4.1

F manufactures a range of plumbing products. From a single process, three sizes of plastic
pipe are produced: 10mm, 15mm and 20mm, along with a by-product, S, which is a small
plastic stopper.
The production data for this process for the latest week are as follows:
Process conversion costs
Raw materials input

$60,000
$420,000

The output from the process and the selling prices of the products were:

10mm pipe
15mm pipe
20mm pipe
By-product S

Units
20,000
14,000
11,000
4,000

Price
$/unit
14
10
20
4

There were no opening or closing inventories for the week. Any by-product revenue is
credited to the sales account. Joint costs are apportioned on a sales value basis.
What was the full production cost of the 20mm pipe for the week (to the nearest $)?
A

$159,500

$160,976

$165,000

$170,500
(2 marks)

Section B continues on the opposite page

CPGA

November 2010

4.2

The management of T has set a target annual rate of return on investment of 25% for all of
the company's products.
One of the products, the D, employs non-current assets of 800,000 in its manufacture,
plus a working capital investment of 121,600. Total costs of 1.2 million are forecast to be
incurred in the next year. T uses cost plus pricing for all its products.
What is the required percentage mark up on cost for the D to allow T to meet its target
return?

20.0%

19.2%

16.7%

2.5%
(2 marks)

4.3

J produces a single product for which the quarterly fixed costs are $1.4 million. At a selling
price of $25 per unit, J breaks even each quarter when 100,000 units are sold. Actual sales
during the quarter were 185,000 units.
The directors of J believe that if they increase the selling price to $30 per unit sales would
fall to 135,000 units per quarter and if they reduced the selling price to $21 per unit sales
would increase to 266,000 units per quarter.
Based on the three selling price options available ($21, $25 or $30 per unit), what is the
maximum quarterly profit that J can achieve?

$1,305,000

$1,260,000

$1,190,000

$1,165,000
(2 marks)

4.4

H is a large multinational company that is structured into six divisions. Many of the divisions
trade with each other, usually providing intermediate components that are then used in the
manufacture of final products in the other division.
The senior management of H has a policy of using dual-rate transfer prices for all interdivisional transactions (where the supplying division receives the full cost plus a mark-up on
each transaction and the receiving division is charged at the variable cost of the transfers.
However, a number of concerns have been expressed about the policy including the
following;
(i)

The use of different transfer prices can cause confusion between divisions

(ii)

Different transfer prices can increase divisional incentives to compete

effectively

(iii)

Different transfer prices can lead to the double counting of internal profits

Which of the above claims made about dual-rate transfer prices is/are incorrect?
A

(i) only is incorrect

(ii) only is incorrect

(iii) only is incorrect

None are incorrect

(2 marks)

Section B continues on the next page

TURN OVER
November 2010

CPGA

4.5

According to transaction cost theory, the mechanisms that organisations have to choose
between to control their resources and carry out their operations are:

Markets or structures

Hierarchies or culture

Structures or culture

Hierarchies or markets
(2 marks)

4.6

Which ONE of the following is an example of a hygiene factor of motivation?

Challenging tasks

Supervision

Advancement

Recognition
(2 marks)

4.7

Identify the approach to strategy which proposes that competitive advantage is achieved
from an organisation's unique assets and competencies?
(2 marks)

4.8

The first stage of negotiation is preparation. Identify, in the correct order, the other three
stages in the negotiation process.
(3 marks)

4.9

BGR's functional and presentational currency is the dollar ($). BGR purchased non-current
assets on credit for 250,000 on 25 March 2010. The payable was settled on 12 May. The
relevant exchange rates were:
25 March 2010
30 April 2010
12 May 2010

0.741 : $1
0.753 : $1
0.731 : $1

At 30 April 2010, the entity's year end, what amounts would have been held in respect of
this transaction?
A

Non-current assets at cost of $332,005 and trade payables of $332,005

Non-current assets at cost of $337,382 and trade payables of $332,005

Non-current assets at cost of $337,382 and trade payables of $337,382

Non-current assets at cost of $337,382 and trade payables of $341,997

(2 marks)

Section B continues on the opposite page

CPGA

10

November 2010

4.10 LMR had 3 million $1 ordinary shares in issue at 1 May 2009. On 30 September 2009, LMR
issued a further 1 million $1 shares at par. Profit before tax for the year ended 30 April 2010
was $450,000 and the related income tax charge was $110,000.
Calculate the basic earnings per share of LMR for the year to 30 April 2010.
(2 marks)
4.11 The non-current asset turnover ratios of entities X and Y are 0.44 and 0.82 respectively.
Explain, giving TWO reasons, why this ratio may not provide a good comparison of the
efficiency of the entities.
(2 marks)
4.12 NBW purchased a bond with a par value of $5 million on 1 July 2009. The bond carries a
5% coupon, payable annually in arrears and is redeemable on 30 June 2014 at $5.8 million.
NBW fully intends to hold the bond until the redemption date. The bond was purchased at a
10% discount. The effective interest rate on the bond is 10.26%.
Calculate the closing value of the bond liability in NBWs financial statements as at 30 June
2010.
(2 marks)

Total for Section B = 25 marks)

End of Question Paper

Reminder
All answers to Section B must be written in your answer book.
Answers to Section B written on the question paper will not be
submitted for marking
Maths tables and formulae are on pages 13-15 which are detachable
for ease of reference

November 2010

11

CPGA

This page is blank

CPGA

12

November 2010

Maths Tables and Formulae

Present Value Table

Present value of $1, that is (1+ r )

payment or receipt.

where r = interest rate; n = number of periods until

Periods
(n)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

1%
0.990
0.980
0.971
0.961
0.951
0.942
0.933
0.923
0.914
0.905
0.896
0.887
0.879
0.870
0.861
0.853
0.844
0.836
0.828
0.820

2%
0.980
0.961
0.942
0.924
0.906
0.888
0.871
0.853
0.837
0.820
0.804
0.788
0.773
0.758
0.743
0.728
0.714
0.700
0.686
0.673

3%
0.971
0.943
0.915
0.888
0.863
0.837
0.813
0.789
0.766
0.744
0.722
0.701
0.681
0.661
0.642
0.623
0.605
0.587
0.570
0.554

4%
0.962
0.925
0.889
0.855
0.822
0.790
0.760
0.731
0.703
0.676
0.650
0.625
0.601
0.577
0.555
0.534
0.513
0.494
0.475
0.456

Interest rates (r)

5%
6%
0.952
0.943
0.907
0.890
0.864
0.840
0.823
0.792
0.784
0.747
0.746
0.705
0.711
0.665
0.677
0.627
0.645
0.592
0.614
0.558
0.585
0.527
0.557
0.497
0.530
0.469
0.505
0.442
0.481
0.417
0.458
0.394
0.436
0.371
0.416
0.350
0.396
0.331
0.377
0.312

7%
0.935
0.873
0.816
0.763
0.713
0.666
0.623
0.582
0.544
0.508
0.475
0.444
0.415
0.388
0.362
0.339
0.317
0.296
0.277
0.258

8%
0.926
0.857
0.794
0.735
0.681
0.630
0.583
0.540
0.500
0.463
0.429
0.397
0.368
0.340
0.315
0.292
0.270
0.250
0.232
0.215

9%
0.917
0.842
0.772
0.708
0.650
0.596
0.547
0.502
0.460
0.422
0.388
0.356
0.326
0.299
0.275
0.252
0.231
0.212
0.194
0.178

10%
0.909
0.826
0.751
0.683
0.621
0.564
0.513
0.467
0.424
0.386
0.350
0.319
0.290
0.263
0.239
0.218
0.198
0.180
0.164
0.149

Periods
(n)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

11%
0.901
0.812
0.731
0.659
0.593
0.535
0.482
0.434
0.391
0.352
0.317
0.286
0.258
0.232
0.209
0.188
0.170
0.153
0.138
0.124

12%
0.893
0.797
0.712
0.636
0.567
0.507
0.452
0.404
0.361
0.322
0.287
0.257
0.229
0.205
0.183
0.163
0.146
0.130
0.116
0.104

13%
0.885
0.783
0.693
0.613
0.543
0.480
0.425
0.376
0.333
0.295
0.261
0.231
0.204
0.181
0.160
0.141
0.125
0.111
0.098
0.087

14%
0.877
0.769
0.675
0.592
0.519
0.456
0.400
0.351
0.308
0.270
0.237
0.208
0.182
0.160
0.140
0.123
0.108
0.095
0.083
0.073

Interest rates (r)

15%
16%
0.870
0.862
0.756
0.743
0.658
0.641
0.572
0.552
0.497
0.476
0.432
0.410
0.376
0.354
0.327
0.305
0.284
0.263
0.247
0.227
0.215
0.195
0.187
0.168
0.163
0.145
0.141
0.125
0.123
0.108
0.107
0.093
0.093
0.080
0.081
0.069
0.070
0.060
0.061
0.051

17%
0.855
0.731
0.624
0.534
0.456
0.390
0.333
0.285
0.243
0.208
0.178
0.152
0.130
0.111
0.095
0.081
0.069
0.059
0.051
0.043

18%
0.847
0.718
0.609
0.516
0.437
0.370
0.314
0.266
0.225
0.191
0.162
0.137
0.116
0.099
0.084
0.071
0.060
0.051
0.043
0.037

19%
0.840
0.706
0.593
0.499
0.419
0.352
0.296
0.249
0.209
0.176
0.148
0.124
0.104
0.088
0.079
0.062
0.052
0.044
0.037
0.031

20%
0.833
0.694
0.579
0.482
0.402
0.335
0.279
0.233
0.194
0.162
0.135
0.112
0.093
0.078
0.065
0.054
0.045
0.038
0.031
0.026

November 2010

13

CPGA

Cumulative present value of $1 per annum, Receivable or Payable at the end of each year for n
years

1 (1+ r ) n
r

Periods
(n)
1
2
3
4
5

1%
0.990
1.970
2.941
3.902
4.853

2%
0.980
1.942
2.884
3.808
4.713

3%
0.971
1.913
2.829
3.717
4.580

4%
0.962
1.886
2.775
3.630
4.452

Interest rates (r)

5%
6%
0.952
0.943
1.859
1.833
2.723
2.673
3.546
3.465
4.329
4.212

7%
0.935
1.808
2.624
3.387
4.100

8%
0.926
1.783
2.577
3.312
3.993

9%
0.917
1.759
2.531
3.240
3.890

10%
0.909
1.736
2.487
3.170
3.791

6
7
8
9
10

5.795
6.728
7.652
8.566
9.471

5.601
6.472
7.325
8.162
8.983

5.417
6.230
7.020
7.786
8.530

5.242
6.002
6.733
7.435
8.111

5.076
5.786
6.463
7.108
7.722

4.917
5.582
6.210
6.802
7.360

4.767
5.389
5.971
6.515
7.024

4.623
5.206
5.747
6.247
6.710

4.486
5.033
5.535
5.995
6.418

4.355
4.868
5.335
5.759
6.145

11
12
13
14
15

10.368
11.255
12.134
13.004
13.865

9.787
10.575
11.348
12.106
12.849

9.253
9.954
10.635
11.296
11.938

8.760
9.385
9.986
10.563
11.118

8.306
8.863
9.394
9.899
10.380

7.887
8.384
8.853
9.295
9.712

7.499
7.943
8.358
8.745
9.108

7.139
7.536
7.904
8.244
8.559

6.805
7.161
7.487
7.786
8.061

6.495
6.814
7.103
7.367
7.606

16
17
18
19
20

14.718
15.562
16.398
17.226
18.046

13.578
14.292
14.992
15.679
16.351

12.561
13.166
13.754
14.324
14.878

11.652
12.166
12.659
13.134
13.590

10.838
11.274
11.690
12.085
12.462

10.106
10.477
10.828
11.158
11.470

9.447
9.763
10.059
10.336
10.594

8.851
9.122
9.372
9.604
9.818

8.313
8.544
8.756
8.950
9.129

7.824
8.022
8.201
8.365
8.514

Periods
(n)
1
2
3
4
5

11%
0.901
1.713
2.444
3.102
3.696

12%
0.893
1.690
2.402
3.037
3.605

13%
0.885
1.668
2.361
2.974
3.517

14%
0.877
1.647
2.322
2.914
3.433

Interest rates (r)

15%
16%
0.870
0.862
1.626
1.605
2.283
2.246
2.855
2.798
3.352
3.274

17%
0.855
1.585
2.210
2.743
3.199

18%
0.847
1.566
2.174
2.690
3.127

19%
0.840
1.547
2.140
2.639
3.058

20%
0.833
1.528
2.106
2.589
2.991

6
7
8
9
10

4.231
4.712
5.146
5.537
5.889

4.111
4.564
4.968
5.328
5.650

3.998
4.423
4.799
5.132
5.426

3.889
4.288
4.639
4.946
5.216

3.784
4.160
4.487
4.772
5.019

3.685
4.039
4.344
4.607
4.833

3.589
3.922
4.207
4.451
4.659

3.498
3.812
4.078
4.303
4.494

3.410
3.706
3.954
4.163
4.339

3.326
3.605
3.837
4.031
4.192

11
12
13
14
15

6.207
6.492
6.750
6.982
7.191

5.938
6.194
6.424
6.628
6.811

5.687
5.918
6.122
6.302
6.462

5.453
5.660
5.842
6.002
6.142

5.234
5.421
5.583
5.724
5.847

5.029
5.197
5.342
5.468
5.575

4.836
4.988
5.118
5.229
5.324

4.656
7.793
4.910
5.008
5.092

4.486
4.611
4.715
4.802
4.876

4.327
4.439
4.533
4.611
4.675

16
17
18
19
20

7.379
7.549
7.702
7.839
7.963

6.974
7.120
7.250
7.366
7.469

6.604
6.729
6.840
6.938
7.025

6.265
6.373
6.467
6.550
6.623

5.954
6.047
6.128
6.198
6.259

5.668
5.749
5.818
5.877
5.929

5.405
5.475
5.534
5.584
5.628

5.162
5.222
5.273
5.316
5.353

4.938
4.990
5.033
5.070
5.101

4.730
4.775
4.812
4.843
4.870

CPGA

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November 2010

FORMULAE
Annuity

Present value of an annuity of $1 per annum receivable or payable for n years,

commencing in one year, discounted at r% per annum:
PV =

1
1
1

r
[1 + r ]n

Perpetuity
Present value of $1 per annum receivable or payable in perpetuity, commencing in one year,
discounted at r% per annum:
PV =

1
r

Growing Perpetuity
Present value of $1 per annum, receivable or payable, commencing in one year, growing in
perpetuity at a constant rate of g% per annum, discounted at r% per annum:
PV =

1
r g

Time series
Additive model:
Series = Trend + Seasonal + Random
Multiplicative model:
Series = Trend*Seasonal*Random
Regression analysis
The linear regression equation of Y on X is given by:
Y = a + bX

or Y Y = b(X X ),

where:
b=

Covariance ( XY )

n XY ( X )( Y )

Variance ( X )

and
or solve

n X ( X )

a= Y bX

Y = na + b X
XY = a X + b X2
Exponential
Geometric

Y = ab
b
Y = aX

Learning curve
b

Yx = aX

where:
Yx = the cumulative average time per unit to produce X units;
a = the time required to produce the first unit of output;
X = the cumulative number of units;
b = the index of learning.
The exponent b is defined as the log of the learning curve improvement rate divided by log 2.

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November 2010

LIST OF VERBS USED IN THE QUESTION REQUIREMENTS

A list of the learning objectives and verbs that appear in the syllabus and in the question requirements for
each question in this paper.
It is important that you answer the question according to the definition of the verb.
LEARNING OBJECTIVE
1 KNOWLEDGE
What you are expected to know.

2 COMPREHENSION
What you are expected to understand.

VERBS USED

DEFINITION

List
State
Define

Make a list of
Express, fully or clearly, the details of/facts of
Give the exact meaning of

Describe
Distinguish
Explain

Communicate the key features

Highlight the differences between
Make clear or intelligible/State the meaning or
purpose of
Recognise, establish or select after
consideration
Use an example to describe or explain
something

Identify
Illustrate
3 APPLICATION
How you are expected to apply your knowledge.

Apply
Calculate
Demonstrate
Prepare
Reconcile
Solve
Tabulate

4 ANALYSIS
How you are expected to analyse the detail of
what you have learned.

5 EVALUATION
How you are expected to use your learning to
evaluate, make decisions or recommendations.

November 2010

Analyse
Categorise
Compare and contrast

Put to practical use

Ascertain or reckon mathematically
Prove with certainty or to exhibit by
practical means
Make or get ready for use
Make or prove consistent/compatible
Find an answer to
Arrange in a table

Construct
Discuss
Interpret
Prioritise
Produce

Examine in detail the structure of

Place into a defined class or division
Show the similarities and/or differences
between
Build up or compile
Examine in detail by argument
Translate into intelligible or familiar terms
Place in order of priority or sequence for action
Create or bring into existence

Advise
Evaluate
Recommend

Counsel, inform or notify

Appraise or assess the value of
Advise on a course of action

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CIMA Professional
Gateway Assessment (CPGA)

November 2010

Tuesday Afternoon Session

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November 2010