2015年ACCA考试大纲发布，根据简章获悉，2015年ACCA F2 管理会计考试大纲出现了哪些小变化？针对这些变化，高顿网校小编为您进行详细解读分析。
　　? ACCA 2014 All rights reserved.
　　1
　　Management Accounting
　　（F2/FMA）
　　February 2014 to August
　　2015
　　This syllabus and study guide are designed to help
　　with teaching and learning and is intended to
　　provide detailed information on what could be
　　assessed in any examination session.
　　THE STRUCTURE OF THE SYLLABUS AND
　　STUDY GUIDE
　　Relational diagram with other papers
　　This diagram shows direct and indirect links
　　between this examination and other examinations
　　which precede or follow it. Some examinations are
　　directly underpinned by others. These links are
　　shown as solid line arrows. The indirect links are
　　shown as dotted line arrows. The relational diagram
　　therefore indicates where learners are expected to
　　have underpinning knowledge and where it would
　　be useful to review previous learning before
　　undertaking study.
　　Overall aim of the syllabus
　　This explains briefly the overall objective of the
　　examination and indicates in the broadest sense the
　　capabilities to be developed within the examination.
　　Main capabilities
　　This syllabus’s aim is broken down into several
　　main capabilities which divide the syllabus and
　　study guide into discrete sections.
　　Relational diagram of main capabilities
　　This diagram illustrates the flows and links between
　　the main capabilities （sections） of the syllabus and
　　should be used as an aid to planning teaching and
　　learning in a structured way.
　　Syllabus rationale
　　This is a narrative explaining how the syllabus is
　　structured and how the main capabilities or sections
　　of the syllabus are linked. The rationale also
　　explains in further detail what the examination
　　intends to assess and how.
　　Detailed syllabus
　　This shows the breakdown of the main capabilities
　　（sections） of the syllabus into subject areas. This is
　　the blueprint for the detailed study guide.
　　Approach to examining the syllabus
　　This section briefly explains the structure of the
　　examination and how it is assessed.
　　Study Guide
　　This is the main document that students and
　　learning and content providers should use as the
　　basis of their studies, instruction and materials
　　respectively.
　　Examinations will be based on the detail of the
　　study guide which comprehensively identifies what
　　could be assessed within any examination session.
　　The study guide is a precise reflection and
　　breakdown of the syllabus. It is divided into sections
　　based on the main capabilities identified in the
　　syllabus. These sections are divided into subject
　　areas which relate to the sub-capabilities included
　　in the detailed syllabus. Subject areas are broken
　　down into sub-headings which describe the detailed
　　outcomes that could be assessed in examinations.
　　These outcomes indicate what exams may require
　　students to demonstrate, and the broad intellectual
　　level at which these may need to be demonstrated
　　（*see intellectual levels below）。
　　LEVEL OF ASSESSMENTS – INTELLECTUAL
　　DEMAND
　　ACCA qualifications are designed to progressively
　　broaden and deepen the knowledge and skills
　　demonstrated by the student at a range of levels
　　through each qualification.
　　Throughout, the study guides assess both
　　knowledge and skills. Therefore a clear distinction is
　　drawn, within each subject area, between assessing
　　knowledge and skills and in assessing their
　　application within an accounting or business
　　context. The assessment of knowledge is denoted by
　　a superscriptK and the assessment of skills is
　　denoted by the superscriptS.
　　? ACCA 2014 All rights reserved.
　　2
　　VALUE OF ASSESSMENTS – GUIDED LEARNING
　　HOURS AND EDUCATION RECOGNITION
　　As a member of the International Federation of
　　Accountants, ACCA seeks to enhance the education
　　recognition of its qualification on both national and
　　international education frameworks, and with
　　educational authorities and partners globally. In
　　doing so, ACCA aims to ensure that its qualifications
　　are recognized and valued by governments,
　　regulatory authorities and employers across all
　　sectors. To this end, ACCA qualifications are
　　currently recognized on the education frameworks in
　　several countries. Please refer to your national
　　education framework regulator for further
　　information about recognition.
　　GUIDE TO EXAM STRUCTURE
　　The structure of examinations varies within and
　　between modules and levels.
　　The Foundations examinations contain 100%
　　compulsory questions to encourage candidates to
　　study across the breadth of each syllabus.
　　All Foundations examinations are assessed by twohour
　　paper based and computer based
　　examinations.
　　The pass mark for all FIA examination papers is
　　50%.
　　GUIDE TO EXAMINATION ASSESSMENT
　　ACCA reserves the right to examine anything
　　contained within any study guide within any
　　examination session. This includes knowledge,
　　techniques, principles, theories, and concepts as
　　specified.
　　For specified financial accounting, audit and tax
　　papers, except where indicated otherwise, ACCA
　　will publish examinable documents once a year to
　　indicate exactly what regulations and legislation
　　could potentially be assessed within identified
　　examination sessions.
　　For this examination regulation issued or legislation
　　passed on or before 30th September 2013, will be
　　assessed from February 2014 to August 31st 2015.
　　Please refer to the examinable documents for the
　　paper （where relevant） for further information.
　　Regulation issued or legislation passed in
　　accordance with the above dates may be
　　examinable even if the effective date is in the future.
　　The term issued or passed relates to when
　　regulation or legislation has been formally approved.
　　The term effective relates to when regulation or
　　legislation must be applied to entity transactions
　　and business practices.
　　The study guide offers more detailed guidance on
　　the depth and level at which the examinable
　　documents will be examined. The study guide
　　should therefore be read in conjunction with the
　　examinable documents list.
　　? ACCA 2014 All rights reserved.
　　3
　　Qualification structure
　　The qualification structure requires candidates who wish to gain the Diploma in Accounting and Business to pass
　　the F1/FAB, the F2/FMA and the F3/FFA examinations and successfully complete the Foundations in
　　Professionalism module.
　　Syllabus structure
　　The Foundations in Accountancy suite of
　　qualifications is designed so that a student can
　　progress through three discrete levels; Introductory
　　Certificate level, Intermediate Certificate level and
　　the Diploma level. Students are recommended to
　　enter Foundations in Accountancy at the level which
　　is most appropriate to their needs and abilities and
　　to take examinations in order, but this is not a
　　requirement.
　　F1/FAB F2/FMA F3/FFA FiP*
　　Diploma in
　　Accounting
　　and
　　Business
　　+ + + =
　　* Foundations in Professionalism
　　P5
　　F2
　　MA1
　　MA2
　　FMA
　　ACCA
　　FIA
　　P3
　　F5
　　? ACCA 2014 All rights reserved.
　　4
　　Syllabus
　　AIM
　　To develop knowledge and understanding of
　　management accounting techniques to support
　　management in planning, controlling and monitoring
　　performance in a variety of business context
　　RATIONALE
　　The syllabus for Paper FMA/F2, Management
　　Accounting, introduces candidates to elements of
　　management accounting which are used to make
　　and support decisions.
　　The syllabus starts by introducing the nature, the
　　source and purpose of cost accounting and the
　　costing techniques used in business which are
　　essential for any management accountant .
　　The syllabus then looks at the preparation and use
　　of budgeting and standard costing and variance
　　analysis as essential tools for planning and
　　controlling business costs. The syllabus concludes
　　with an introduction to measuring and monitoring
　　the performance of an organisation
　　MAIN CAPABILITIES
　　On successful completion of this paper, candidates
　　should be able to:
　　A Explain the nature, source and purpose of
　　management information
　　B Explain and apply cost accounting techniques
　　C Prepare budgets for planning and control
　　D Compare actual costs with standard costs and
　　analyse any variances
　　E Explain and apply performance measurements
　　and monitor business performance.
　　RELATIONAL DIAGRAM OF MAIN CAPABILITIES
　　The nature, source and purpose of management information （A）
　　Budgeting
　　（C）
　　Cost accounting
　　techniques
　　（B）
　　Performance
　　measurement
　　（E）
　　Standard costing
　　（D）
　　? ACCA 2014 All rights reserved.
　　5
　　DETAILED SYLLABUS
　　A The nature, source and purpose of
　　management information
　　1. Accounting for management
　　2. Sources of data
　　3 Cost classification
　　4 Presenting information
　　B Cost accounting techniques.
　　1. Accounting for material, labour and overheads
　　2. Absorption and marginal costing
　　3. Cost accounting methods
　　4. Alternative cost accounting principles
　　C Budgeting
　　1. Nature and purpose of budgeting
　　2. Statistical techniques
　　3. Budget preparation
　　4. Flexible budgets
　　5 Capital budgeting and discounted cash flow
　　6 Budgetary control and reporting
　　7. Behavioural aspects of budgeting
　　D Standard costing
　　1 Standard costing system
　　2 Variance calculations and analysis
　　3 Reconciliation of budgeted and actual profit
　　E Performance measurement
　　1. Performance measurement - overview
　　2 Performance measurement - application
　　3 Cost reductions and value enhancement
　　4. Monitoring performance and reporting
　　APPROACH TO EXAMINING THE SYLLABUS
　　The syllabus is assessed by a two hour paper-based
　　or computer-based examination. Questions will
　　assess all parts of the syllabus and will test
　　knowledge and some comprehension or application
　　of this knowledge. The examination will consist of
　　two sections. Section A will contain 35 two mark
　　objective questions. Section B will contain 3 ten
　　mark multi-task questions each of which will
　　examine Budgeting, Standard costing and
　　Performance measurement sections of the syllabus.
　　.
　　? ACCA 2014 All rights reserved.
　　6
　　Study Guide
　　A THE NATURE, SOURCE AND PURPOSE OF
　　MANAGEMENT INFORMATION
　　1. Accounting for management
　　a） Describe the purpose and role of cost and
　　management accounting within an
　　organisation.[k]
　　b） Compare and contrast financial accounting
　　with cost and management accounting.[k]
　　c） Outline the managerial processes of planning,
　　decision making and control.[k]
　　d） Explain the difference between strategic,
　　tactical and operational planning.[k]
　　e） Distinguish between data and information.[k]
　　f） Identify and explain the attributes of good
　　information.[k]
　　g） Explain the limitations of management
　　information in providing guidance for
　　managerial decision-making.[k]
　　2. Sources of data
　　a） Describe sources of information from within
　　and outside the organisation （including
　　government statistics, financial press,
　　professional or trade associations, quotations
　　and price list.[k]
　　b） Explain the uses and limitations of published
　　information/data （including information from
　　the internet） .[k]
　　c） Describe the impact of general economic
　　environment on costs/revenue.[k]
　　d） Explain sampling techniques （random,
　　systematic, stratified, multistage, cluster and
　　quota） .[k]
　　e） choose an appropriate sampling method in a
　　specific situation.[s]
　　（Note: Derivation of random samples will not
　　be examined）
　　3. Cost classification
　　a） Explain and illustrate production and nonproduction
　　costs.[k]
　　b） Describe the different elements of non
　　production costs- administrative, selling,
　　distribution and finance.[k]
　　c） Describe the different elements of production
　　cost- materials, labour and overheads.[k]
　　d） Explain the importance of the distinction
　　between production and non production costs
　　when valuing output and inventories.[k]
　　e） Explain and illustrate with examples
　　classifications used in the analysis of the
　　product/service costs including by function,
　　direct and indirect. fixed and variable, stepped
　　fixed and semi variable costs.[s].
　　f） Explain and illustrate the use of codes in
　　categorising transaction.[k]
　　g） Describe and illustrate, graphically, different
　　types of cost *.[s]
　　h） Use high/low analysis to separate the fixed and
　　variable elements of total costs including
　　situations involving semi variable and stepped
　　fixed costs and changes in the variable cost per
　　unit.[s]
　　i） Explain the structure of linear functions and
　　equations.[s]
　　j） Explain and illustrate the concept of cost
　　objects, cost units and cost centres.[s].
　　k） Distinguish between cost, profit, investment and
　　revenue centres.[k].
　　l） Describe the differing needs for information of
　　cost, profit, investment and revenue centre
　　managers.[k]
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　　7
　　4. Presenting information
　　a） Prepare written reports representing
　　management information in suitable formats
　　according to purpose.[s]
　　b） Present information using tables, charts and
　　graphs （bar charts, line graphs, pie charts
　　and scatter graphs） .[s].
　　c） Interpret information （including the above
　　tables, charts and graphs） presented in
　　management reports.[s]
　　B COST ACCOUNTING TECHNIQUES
　　1. Accounting for material, labour and overheads
　　a） Accounting for materials
　　（i） Describe the different procedures and
　　documents necessary for the ordering,
　　receiving and issuing of materials from
　　inventory.[k]
　　（ii） Describe the control procedures used to
　　monitor physical and ‘book’ inventory and
　　to minimise discrepancies and losses.[k].
　　（iii） Interpret the entries and balances in the
　　material inventory account.[s].
　　（iv） Identify, explain and calculate the costs of
　　ordering and holding inventory （including
　　buffer inventory）[s]
　　（v） Calculate and interpret optimal reorder
　　quantities.[s]
　　（vi） Calculate and interpret optimal reorder
　　quantities when discounts apply.[s].
　　（vii） Produce calculations to minimise inventory
　　costs when inventory is gradually
　　replenished.[s].
　　（viii） Describe and apply appropriate methods
　　for establishing reorder levels where
　　demand in the lead time is constant.[s]
　　（ix） Calculate the value of closing inventory and
　　material issues using LIFO, FIFO and
　　average methods.[s]
　　b） Accounting for labour
　　（i） Calculate direct and indirect costs of
　　labour.[s]
　　（ii） Explain the methods used to relate input
　　labour costs to work done.[k]
　　（iii） Prepare the journal and ledger entries to
　　record labour cost inputs and outputs.[s]
　　（iv） Describe different remuneration methods:
　　time-based systems, piecework systems
　　and individual and group incentive
　　schemes.[k]
　　（v） Calculate the level, and analyse the costs
　　and causes of labour turnover.[s]
　　（vi） Explain and calculate labour efficiency,
　　capacity and production volume ratios.[s]
　　（vii） Interpret the entries in the labour
　　account.[s]
　　c） Accounting for overheads
　　（i） Explain the different treatment of direct and
　　indirect expenses.[k]
　　（ii） Describe the procedures involved in
　　determining production overhead
　　absorption rates.[k]
　　（iii） Allocate and apportion production
　　overheads to cost centres using an
　　appropriate basis.[s]
　　（iv） Reapportion service cost centre costs to
　　production cost centres （including using the
　　reciprocal method where service cost
　　centres work for each other）[s]
　　（v） Select, apply and discuss appropriate bases
　　for absorption rates.[s]
　　（vi） Prepare journal and ledger entries for
　　manufacturing overheads incurred and
　　absorbed.[s]
　　（vii） Calculate and explain the under and over
　　absorption of overheads.[s]
　　2. Absorption and marginal costing
　　a） Explain the importance of, and apply, the
　　concept of contribution.[s]
　　b） Demonstrate and discuss the effect of
　　absorption and marginal costing on inventory
　　valuation and profit determination.[s]
　　c） Calculate profit or loss under absorption and
　　marginal costing.[s]
　　d） Reconcile the profits or losses calculated under
　　absorption and marginal costing.[s]
　　e） Describe the advantages and disadvantages of
　　absorption and marginal costing.[k]
　　3. Cost accounting methods
　　a） Job and batch costing:
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　　8
　　（i） Describe the characteristics of job and
　　batch costing.[k]
　　（ii） Describe the situations where the use of job
　　or batch costing would be appropriate.[k]
　　（iii） Prepare cost records and accounts in job
　　and batch costing situations. [s]
　　（iv） Establish job and batch costs from given
　　information.[s]
　　b） Process costing
　　（i） Describe the characteristics of process
　　costing.[k]
　　（ii） Describe the situations where the use of
　　process costing would be appropriate.[s]
　　（iii） Explain the concepts of normal and
　　abnormal losses and abnormal gains.[k]
　　（iv） Calculate the cost per unit of process
　　outputs.[s]
　　（v） Prepare process accounts involving normal
　　and abnormal losses and abnormal gains.[s]
　　（vi） Calculate and explain the concept of
　　equivalent units.[s]
　　（vii） Apportion process costs between work
　　remaining in process and transfers out of a
　　process using the weighted average and
　　FIFO methods.[s]
　　（viii）Prepare process accounts in situations
　　where work remains incomplete.[s]
　　（ix） Prepare process accounts where losses and
　　gains are identified at different stages of the
　　process.[s]
　　（x） Distinguish between by-products and joint
　　products.[k]
　　（xi） Value by-products and joint products at the
　　point of separation.[s]
　　（xii） Prepare process accounts in situations
　　where by-products and/or joint products
　　occur. [s]
　　（Situations involving work-in-process and losses
　　in the same process are excluded）。
　　c） Service/operation costing
　　（i） Identify situations where the use of
　　service/operation costing is appropriate.[k]
　　（ii） Illustrate suitable unit cost measures that
　　may be used in different service/operation
　　situations.[s]
　　（iii） Carry out service cost analysis in simple
　　service industry situations.[s]
　　4 Alternative cost accounting
　　a） Explain activity based costing （ABC）， target
　　costing, life cycle costing and total quality
　　management （TQM） as alternative cost
　　management techniques.[k]
　　b） Differentiate ABC, Target costing and life cycle
　　costing from the traditional costing techniques
　　（note: calculations are not required） .[k]
　　C BUDGETING
　　1. Nature and purpose of budgeting
　　a） Explain why organisations use budgeting.[k]
　　b） Describe the planning and control cycle in an
　　organisation.[k]
　　c） Explain the administrative procedures used in
　　the budgeting process.[k]
　　d） Describe the stages in the budgeting
　　process （ including sources of relevant data,
　　planning and agreeing draft budgets and
　　purpose of forecasts and how they link to
　　budgeting）。[k]
　　2. Statistical techniques
　　a） Explain the advantages and disadvantages of
　　using high low method to estimate the fixed
　　and variable element of costing.[k].
　　b） Construct scatter diagrams and lines of best
　　fit.[s]
　　c） Analysis of cost data.
　　（i） Explain the concept of correlation
　　coefficient and coefficient of
　　determination.[k]
　　（ii） Calculate and interpret correlation
　　coefficient and coefficient of
　　determination.[s]
　　（iii） Establish a linear function using regression
　　analysis and interpret the results.[s]
　　d） Use linear regression coefficients to make
　　forecasts of costs and revenues.[s]
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　　9
　　e） Adjust historical and forecast data for price
　　movements.[s]
　　f） Explain the advantages and disadvantages of
　　linear regression analysis.[k]
　　g） Describe the product life cycle and explain its
　　importance in forecasting.[k]
　　h） Explain the principles of time series analysis
　　（cyclical, trend, seasonal variation and
　　random elements） .[k]
　　i） Calculate moving averages.[s]
　　j） calculation of trend, including the use of
　　regression coefficients .[s]
　　k） Use trend and seasonal variation （additive
　　and multiplicative） to make budget
　　forecasts.[s]
　　l） Explain the advantages and disadvantages of
　　time series analysis[k]
　　m） Explain the purpose of index numbers [k]
　　n） Calculate simple index numbers for one or
　　more variables.[s]
　　o） Explain the role and features of a computer
　　spreadsheet system.[k]
　　p） Identify applications for computer
　　spreadsheets and their use in cost and
　　management accounting.[s]
　　3. Budget preparation
　　a） Explain the importance of principal budget
　　factor in constructing the budget’。[k]
　　b） Prepare sales budgets[s]
　　c） Prepare functional budgets （production, raw
　　materials usage and purchases, labour,
　　variable and fixed overheads） [s]
　　d） Prepare cash budgets[s]
　　e） Prepare master budgets （statement of profit or
　　loss and statement of financial position） [s]
　　f） Explain and illustrate ‘what if’ analysis and
　　scenario planning [s]
　　4. Flexible budgets
　　a） Explain the importance of flexible budgets in
　　control[k]
　　b） Explain the disadvantages of fixed budgets in
　　control[k]
　　c） Identify situations where fixed or flexible
　　budgetary control would be appropriate[s]
　　d） Flex a budget to a given level of volume[s]
　　5. Capital budgeting and discounted cash flows
　　a） Discuss the importance of capital investment
　　planning and control[k]
　　b） Define and distinguish between capital and
　　revenue expenditure[k]
　　c） Outline the issues to consider and the steps
　　involved in the preparation of a capital
　　expenditure budget[k]
　　d） Explain and illustrate the difference between
　　simple and compound interest, and between
　　nominal and effective interest rates[s]
　　e） Explain and illustrate compounding and
　　discounting[s]
　　f） Explain the distinction between cash flow and
　　profit and the relevance of cash flow to capital
　　investment appraisal[k]
　　g） Identify and *uate relevant cash flows for
　　individual investment decisions.[s]
　　h） Explain and illustrate the net present value
　　（NPV） and internal rate of return （IRR）
　　methods of discounted cash flow[s]
　　i） Calculate present value using annuity and
　　perpetuity formulae[s]
　　j） Calculate NPV, IRR and payback （discounted
　　and non-discounted） [s]
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　　10
　　k） Interpret the results of NPV, IRR and payback
　　calculations of investment viability[s]
　　6. Budgetary control and reporting
　　a） Calculate simple variances between flexed
　　budget, fixed budget and actual sales, costs
　　and profits[s]
　　b） Discuss the relative significance of variances[k]
　　c） Explain potential action to eliminate variances[k]
　　d） Define the concept of responsibility
　　accounting and its significance in control[k]
　　e） Explain the concept of controllable and
　　uncontrollable costs[k]
　　f） Prepare control reports suitable for presentation
　　to management. （to include recommendation of
　　appropriate control action [s]
　　7. Behavioural aspects of budgeting
　　a） Explain the importance of motivation in
　　performance management[k]
　　b） Identify factors in a budgetary planning and
　　control system that influence motivation[s]
　　c） Explain the impact of targets upon motivation[k]
　　d） Discuss managerial incentive schemes[k]
　　e） Discuss the advantages and disadvantages of a
　　participative approach to budgeting[k]
　　f） Explain top down, bottom up approaches to
　　budgeting[k]
　　D STANDARD COSTING
　　1. Standard costing systems
　　a） Explain the purpose and principles
　　of standard costing. [k]
　　b） Explain and illustrate the difference between
　　standard, marginal and absorption costing[k]
　　c） Establish the standard cost per unit under
　　absorption and marginal costing[s]
　　2 Variance calculations and analysis
　　a） Calculate sales price and volume variance.[s]
　　b） Calculate materials total, price and usage
　　variance.[s]
　　c） Calculate labour total, rate and efficiency
　　variance.[s]
　　d） Calculate variable overhead total, expenditure
　　and efficiency variance[s]
　　e） Calculate fixed overhead total, expenditure
　　and, where appropriate, volume, capacity and
　　efficiency variance.[s]
　　f） Interpret the variances.[s]
　　g） Explain factors to consider before investigating
　　variances, explain possible causes of the
　　variances and recommend control action.[s]
　　h） Explain the interrelationships between the
　　variances .[k]
　　i） Calculate actual or standard figures where the
　　variances are given.[k]
　　3 Reconciliation of budgeted and actual profit
　　a） Reconcile budgeted profit with actual profit
　　under standard absorption costing.[s]
　　b） Reconcile budgeted profit or contribution with
　　actual profit or contribution under standard
　　marginal costing.[s]
　　E PERFORMANCE MEASUREMENT
　　1. Performance measurement overview
　　a） Discuss the purpose of mission
　　statements and their role in performance
　　measurement[k]
　　b） Discuss the purpose of strategic and
　　operational and tactical objectives and their
　　role in performance measurement[k]
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　　11
　　c） Discuss the impact of economic and market
　　conditions on performance measurement[k]
　　d） Explain the impact of government regulation on
　　performance measurement[k]
　　2 Performance measurement - application
　　a） Discuss and calculate measures of financial
　　performance （profitability, liquidity, activity
　　and gearing） and non financial measures[s]
　　b） Perspectives of the balanced scorecard
　　（i） discuss the advantages and limitations of
　　the balanced scorecard[k]
　　（ii） describe performance indicators for
　　financial success, customer satisfaction,
　　process efficiency and growth[k]
　　（iii） discuss critical success factors and key
　　performance indicators and their link to
　　objectives and mission statements[k]
　　（iv） establish critical success factors and key
　　performance indicators in a specific
　　situation[s]
　　c） Economy, efficiency and effectiveness
　　（i） explain the concepts of economy, efficiency
　　and effectiveness[k]
　　（ii） describe performance indicators for
　　economy, efficiency and effectiveness[k]
　　（iii） establish performance indicators for
　　economy, efficiency and effectiveness in a
　　specific situation[s]
　　（iv） discuss the meaning of each of the
　　efficiency, capacity and activity ratios[k]
　　（v） calculate the efficiency, capacity and
　　activity ratios in a specific situation[s]
　　d） Unit costs
　　（i） describe performance measures which
　　would be suitable in contract and process
　　costing environments[k]
　　e） Resource utilisation
　　（i） describe measures of performance
　　utilisation in service and manufacturing
　　environments[k]
　　（ii） establish measures of resource utilisation in
　　a specific situation[s]
　　f） Profitability
　　（i） calculate return on investment and residual
　　income[s]
　　（ii） explain the advantages and limitations of
　　return on investment and residual income[k]
　　g） Quality of service
　　（i） distinguish performance measurement
　　issues in service and manufacturing
　　industries[k]
　　（ii） describe performance measures appropriate
　　for service industries[k]
　　3. Cost reductions and value enhancement
　　a） Compare cost control and cost reduction[k]
　　b） Describe and *uate cost reduction
　　methods[s]
　　c） Describe and *uate value analysis[s]
　　4 Monitoring performance and reporting
　　a） Discuss the importance of non-financial
　　performance measures[k]
　　b） Discuss the relationship between short-term
　　and long-term performance[k]
　　c） Discuss the measurement of performance in
　　service industry situations[k]
　　d） Discuss the measurement of performance in
　　non-profit seeking and public sector
　　organisations[k]
　　e） Discuss measures that may be used to assess
　　managerial performance and the practical
　　problems involved[k]
　　f） Discuss the role of benchmarking in
　　performance measurement[k]
　　g） Produce reports highlighting key areas for
　　management attention and recommendations
　　for improvement[s]
　　? ACCA 2014 All rights reserved.
　　12
　　SUMMARY OF CHANGES TO F2/FMA
　　ACCA periodically reviews its qualification
　　syllabuses so that they fully meet the needs of
　　stakeholders including employers, students,
　　regulatory and advisory bodies and learning
　　providers. These syllabus changes are effective from
　　February 2014 and thereafter will be updated on 1st
　　September each year, from September 2015
　　onwards.
　　F2/FMA is being restructured with effect from
　　February 2014, to introduce longer style questions.
　　The new examination will consist of two sections.
　　Section A will contain 35 two mark objective
　　questions. Section B will contain 3 ten mark multitask
　　questions each of which will examine
　　Budgeting, Standard costing and Performance
　　measurement sections of the syllabus
　　There are no other changes to the syllabus.