THE CGMA® BUSINESS GAME FACILITATORS’ GUIDE

A step-by-step guide to maximizing the experience for you and the participants.

Two of the world’s most prestigious accounting bodies, the American Institute of CPAs (AICPA) and the Chartered Institute of Management Accountants (CIMA), have formed a joint venture to establish the Chartered Global Management Accountant® (CGMA®) designation to elevate and build recognition of the profession of management accounting.

This international designation recognizes the most talented and committed management accountants with the discipline and skill to drive strong business performance.

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STEP 1 Introduce yourself. Then, go around the room and have everyone introduce themselves — name, title, business, about them. Ensure participants are relaxed and at ease. The key is to have everyone relaxed and not feeling pressured at all.

STEP 2 Give participants an overview of the game: “It’s an interactive case study that simulates a real-world business scenario with relevant challenges that will need to be addressed.”

Let them know that the game will give them a sample of the day-to-day issues a management accountant faces.

STEP 3 Let everyone know their role in the game:

• You’re a senior management accountant reporting to the Board of [Fictitious Company]. You’re presented with some background information on the company and its industry in the form of a case study — i.e., the pre-seen materials.

• You’ll also be presented with a variety of current issues the company faces. And just for good measure, we’ll throw in a new scenario to keep you on your toes.

Let everyone know your role in the game is to produce a presentation to the Board of Directors that prioritizes current issues, discusses and advises on them..

STEP 4 Break up participants into smaller groups and read through the case study, discuss the company and current issues, and be sure to highlight important points and challenges.

Let’s make this fun and easy for you and all the participants. This is an interactive business game designed to give participants a feel for a day in the life of a CGMA designation holder.

THANK YOU FOR FACILITATING THE CGMA BUSINESS GAME

Tips • Three hours is ideal, but don’t be bound by

a clock; let the game run as short or long as necessary to get results for everyone. Adjust suggested times as necessary.

• Group size can be small or large, but it is recommended to have a minimum of six persons

• Assign participants into groups of three to four, with a maximum of 10.

• Allow each team to have one unbroken hour (20 minutes minimum) without interruption to prepare

• Allow each team to ask one question during their preparation time

• Give a 20-minute warning and a five-minute warning when the time limit is near

• Make sure IT sets up laptops and network access before the game, if necessary provide each group a flip chart or white board if possible.

• Get a “Board of Directors” assembled and briefed before the end of preparation time; if you do not have access to volunteers to judge the game, you will act as the “board”

THE CGMA BUSINESS GAME FACILITATORS’ GUIDE2

STEP 5 Throw them the curve ball: the new information related to the case that they must address.

STEP 6 Give them their assignment: “complete the task and prepare your presentation to the board.” Start the clock.

STEP 7 Give the 20-minute warning, then the 5-minute warning. When the deadline hits, let them know that it’s now time for each group to present their answers and recommendations to the board.

STEP 8 Small groups present to the board ( judges).

STEP 9 Judges convene and score presentations, awarding points according to the criteria on the scoring guide. Make sure each judge receives a grading worksheet to take notes and assign scores.

STEP 10 Explain to the entire group the criteria the judges have used to assess the presentations. (Refer to the bullet points in the Tips box on this page)

STEP 11 Judges announce results. Award prizes to the top team(s), if possible.

STEP 12 If time permits, receive feedback and discussion from participants. Teams may ask questions of the judges to clarify results.

Tips While the teams are working, go over the criteria that each group will be judged on with the Board of Directors, or whoever will be judging the presentations:

• Focus — Did each team follow the brief and provide clear reasoning?

• Prioritisation — Did each team order their recommendations, pick up on key issues and focus on short-term challenges first?

• Judgment — How commercially and financially sound are the recommendations?

• Teamwork — Did everyone work as a team, supporting each other during the presentation?

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STEP 13 Set up the benefits of participating in the CGMA Program.

Example: CEOs are looking for professionals with:

• Strong technical skills in their discipline

• Multi-disciplinary expertise and the ability to collaborate

• Skills in management competencies

• Strong strategic understanding of the business as a whole

Tips Judges should be given the opportunity to ask each group a couple of questions, as time permits. Questions should not carry judgment and should be objective! Here are some examples of good questions:

• How will your recommendation affect the company’s bottom line?

• What are the long-term implications of your recommendation?

• What are the pros and cons of this decision?

STEP 14 Review the “Driving Insight, Influence and Impact” flow chart. The true value of a management accountant is the ability to influence and affect an organization using their financial expertise as a basis for decision-making.

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STEP 15 Review the CGMA Competency Framework and stress the importance of the CGMA Program in preparing them for the challenges of management accounting.

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STEP 16 Review the importance of sitting for the CGMA exam in order to prove your expertise and knowledge. The CGMA exam is a strategic case study similar in format to the business game you just conducted. It tests a candidate’s ability to assume the role of a senior management accountant and advise executives on key strategic decisions for their company. While the case studies are fictitious, they are based on real-world, relevant business scenarios. Some recent examples are:

• Search engine innovations company working on cutting-edge technology

• Professional sports team competing to be a world-class soccer club

• A company in the highly competitive and politically controversial oil and gas industry

FINAL STEP Thank each participant and remain available to ask questions, hand out business cards and network. And don’t forget to extol the virtues of the CGMA designation and CGMA Program.

CGMA, CHARTERED GLOBAL MANAGEMENT ACCOUNTANT, and the CGMA logo are trademarks of the Association of International Certified Professional Accountants. ASSOCIATION OF INTERNATIONAL

CERTIFIED PROFESSIONAL ACCOUNTANTS and the ASSOCIATION OF INTERNATIONAL CERTIFIED PROFESSIONAL ACCOUNTANTS logo are trademarks of the American Institute of Certified Public

Accountants. These trademarks are registered in the United States and in other countries.

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© The Chartered Institute of Management Accountants 2015

CIMA REGIONAL OFFICES:

Africa Office address: 1st Floor, South West Wing 198 Oxford Road, Illovo 2196 South Africa Postal address: PO Box 745, Northlands 2116 T: +27 (0)11 788 8723 F: +27 (0)11 788 8724 johannesburg@cimaglobal.com

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South East Asia and AustralasiaLevel 1, Lot 1.05 KPMG Tower, 8 First Avenue Bandar Utama 47800 Petaling J aya Selangor Darul Ehsan MalaysiaT: +60 (0) 3 77 230 230/232 F: +60 (0) 3 77 230 231 kualalumpur@cimaglobal.com

CIMA also has offices in the following locations:Australia, Bangladesh, Botswana, China, Ghana, Hong Kong SAR, India, Ireland, Malaysia, Nigeria, Pakistan, Poland, Russia, Singapore, South Africa, Sri Lanka, UAE, UK, Zambia and Zimbabwe.

American Institute of CPAs

1211 Avenue of the Americas New York, NY 10036-8775 T. +1 212 596 6200 F. +1 212 596 6213

Chartered Institute of Management Accountants

26 Chapter Street London SW1P 4NP United Kingdom T. +44 (0)20 7663 5441 F. +44 (0)20 7663 5442

cgma.org

September 2015