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Strat Level Common Case


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Strat Level Common Case

  1. 1. Using the Strategic Level Common Case David R Harris
  2. 2. Who am I? <ul><li>CIMA member </li></ul><ul><li>Ex-training manager (manufacturing) </li></ul><ul><li>Ex-tutor (private sector) </li></ul><ul><li>Management consultant (SME strategy etc.) </li></ul><ul><li>Technical consultant to CIMA </li></ul><ul><li>Examiner (Paper P6) 2005-2009 </li></ul><ul><li>Author of CIMA: Pass First Time! </li></ul>
  3. 3. Plan for the session <ul><li>General stuff </li></ul><ul><li>Q&A </li></ul><ul><li>Analysis and familiarisation period </li></ul><ul><li>Q&A </li></ul><ul><li>In the exam room </li></ul><ul><li>Q&A </li></ul><ul><li>Close </li></ul>
  4. 4. Assessment strategy <ul><li>There will be a written examination paper of three hours, plus 20 minutes of pre-examination question paper reading time. The examination paper will have the following sections: </li></ul><ul><li>Section A – 50 marks. A maximum of four compulsory questions, totalling fifty marks, all relating to a pre-seen case study and further new unseen case material provided within the examination. (Note: The pre-seen case study is common to all three of the strategic level papers at each examination sitting i.e. Paper E3, P3 and F3). </li></ul><ul><li>Section B – 50 marks. Two questions, from a choice of three, each worth twenty five marks. </li></ul>
  5. 5. Pre-seen material – WHY? <ul><li>To allow students to see how ALL the Strategic Level syllabus applies to ONE organisation/industry </li></ul><ul><li>To introduce SOME of the skills needed for T4B </li></ul>
  6. 6. Any questions?
  7. 7. Let’s look at the pre-seen…
  8. 8. Initial read-through <ul><li>Skim read </li></ul><ul><li>Personalities and reporting lines </li></ul><ul><li>Organisation(s) and industry </li></ul>
  9. 9. Technical analysis <ul><li>Use the pre-seen material as a learning/revision tool </li></ul><ul><li>Knowledge audit </li></ul><ul><li>Apply all your Strategic Level knowledge and experience </li></ul><ul><li>Use good old common-sense, and recognise the limitations of theory </li></ul><ul><li>Avoid “death by over-analysis” </li></ul>
  10. 10. Key issues <ul><li>Brainstorming </li></ul><ul><li>Identification </li></ul><ul><li>SWOT </li></ul>
  11. 11. Familiarisation <ul><li>HEALTH WARNING: DON’T SPEND TOO MUCH TIME ON THIS! </li></ul><ul><li>Classroom discussions </li></ul><ul><li>Web searches </li></ul><ul><li>Modify SWOT </li></ul>
  12. 12. Any questions?
  13. 13. Into the exam room…
  14. 14. Reading time activities <ul><li>Read and analyse question requirements </li></ul><ul><li>Analyse additional scenario data </li></ul><ul><li>Match new material to requirements </li></ul><ul><li>Identify ‘gaps’ that relate to pre-seen </li></ul><ul><li>Get what you need from the pre-seen </li></ul>
  15. 15. Planning <ul><li>Usual rules apply </li></ul><ul><li>Watch the verbs </li></ul><ul><li>Identify points </li></ul><ul><li>Add in a few ‘real world’ references </li></ul><ul><li>Use 90% unseen, 10% pre-seen (maximum) </li></ul>
  16. 16. Writing <ul><li>Layout and presentation </li></ul><ul><li>Style of narrative </li></ul><ul><li>Depth and breadth </li></ul><ul><li>Time management </li></ul>
  17. 17. Review <ul><li>Re-read requirements </li></ul><ul><li>“ Acid test” </li></ul><ul><li>Correct and/or supplement quickly </li></ul><ul><li>Move on to Section B </li></ul>
  18. 18. Any questions?
  19. 19. Using the Strategic Level Common Case David R Harris