Orientation Slides CMA program

8/12/2019 Orientation Slides CMA program

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Welcome to theCMA Executive Program


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FOUNDATIONPHASE(Year1)ONLINEINSTRUCTORS


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Jacques Maurice, MBA, CA, FCMA

Sprott School of Business

Carleton University

Bus: (613) 520-2393

[email protected]

Jacques is a faculty member at Carleton Universitys Sprott School of Business where he is also the Teaching AreaCoordinator for Accounting. His teaching responsibilities are primarily for the Introductory Accounting andIntermediate Financial Accounting courses both at the undergraduate and MBA level. He is also the Director and mainauthor of CMA Ontarios Accelerated Program. He has taught the CMA Executive program for four years. His MBA is inStrategic Management and Finance from McGill University

Prior to joining faculty at Carleton in 1988, he was the Director of Audit Technologies and Procedures at the Office ofthe Auditor General for Canada, a senior consultant at Deloitte, a corporate controller at the Glengarry TransportGroup Inc., and an audit manager at Deloitte.


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Anthony (Tony) Atkinson, PhD, FCMA

Professor and Management Accounting Area Head

University of WaterlooSchool of Accounting and Finance

Bus: (519) 888-4567 ext. 36514

[email protected]

Tonys research and consulting focus on issues in costing, strategic performance measurement, and governance. He has published

more than 50 articles in both academic and professional journals and has served as an editor, and on the editorial boards, of bothacademic and professional management accounting journals. In 1989 he received the Canadian Academic Accounting AssociationsHaim Falk award for outstanding contributions to accounting thought. He has also received five awards from the InternationalFederation of Accountants (IFAC) for articles he coauthored deemed to be of outstanding merit and the Alan G. Ross award for anarticle appearing in the Financial Management Institute journal.

Tony is the coauthor (with Robert S. Kaplan) of an advanced management accounting text and a coauthor (with Robert S. Kaplan, EllaMae Matsumura, and Mark Young) of an introductory management accounting text. Tony is the author or coauthor of 5 monographsexploring issues in costing and strategic performance measurement. He is the author of the SMAOs management accountingguidelines, the Society of Management Accountants of Canadas (SMAC) management accounting standards, and the author of theGovernment of Canadas contract costing standards. Tony coauthored (with Gene Deszca) the original versions of the SMACProfessional Program, the SMAC Strategic Leadership Program, and the SMAC Executive CMA Program.

He received a BCom and a MBA from the School of Business at Queens University and an MSci and a Doctorate in IndustrialAdministration from the Graduate School of Industrial Administration at Carnegie-Mellon University. Tony is a Certified ManagementAccountant and a Fellow of the Society of Management Accountants of Ontario (SMAO).


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Janet Pierce, FCMA, CMC

Business Intelligence Project Executive

Janet is a strategic management accounting professional with extensive experience in a broad range of business environments. Janet

is the Business Intelligence Project Executive with Accenture responsible for overseeing the development of a BI for PRESTO

(Division of Metrolinx). Prior to Accenture, Janet was the Vice President of Professional Programs for CMA Ontario. Prior to that role,she was the Director of Decision Support for Purolator Courier Ltd., Canadas largest courier company, where she was responsible for

managing corporate, customer and product profitability and assisting with pricing strategy.

Between 1994 and 2004, Janet ran her own consulting practice. Pierce Consulting Services provided a broad range of services to a

variety of businesses from SME to Fortune 500 companies with specific expertise in strategic planning, change management, business

process re-design, coaching and mentoring, and designing management information systems to support decision-making. Janet also

served as the Manager of Financial and Cost Accounting at Procter and Gamble.

Throughout her career, Janet has done extensive work with both CMA Canada and CMA Ontario. She has lead the National

Professional Examination Marking Centers, authored CMA Entrance Exams as well as business cases including the Board Report for

several years. Janet's contributions have truly demonstrated her dedication to building the CMA designation. Her focus in her role at

CMA has been to attract and better prepare internationally trained accountants for success on their path to earning the CMA

designation and in the Canadian workforce.

In 2007 Janet was awarded the FCMA, and in 2010 Janet earned the Certified Management Consulting designation.


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APPLICATIONPHASE(Year2)MODERATORS


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Anthony (Tony) Atkinson, PhD, FCMA

Professor and Management Accounting Area Head

University of WaterlooSchool of Accounting and Finance

Bus: (519) 888-4567 ext. 36514

[email protected]

Tonys research and consulting focus on issues in costing, strategic performance measurement, and governance. He has publishedmore than 50 articles in both academic and professional journals and has served as an editor, and on the editorial boards, of bothacademic and professional management accounting journals. In 1989 he received the Canadian Academic Accounting AssociationsHaim Falk award for outstanding contributions to accounting thought. He has also received five awards from the InternationalFederation of Accountants (IFAC) for articles he coauthored deemed to be of outstanding merit and the Alan G. Ross award for anarticle appearing in the Financial Management Institute journal.

Tony is the coauthor (with Robert S. Kaplan) of an advanced management accounting text and a coauthor (with Robert S. Kaplan, EllaMae Matsumura, and Mark Young) of an introductory management accounting text. Tony is the author or coauthor of 5 monographsexploring issues in costing and strategic performance measurement. He is the author of the SMAOs management accountingguidelines, the Society of Management Accountants of Canadas (SMAC) management accounting standards, and the author of theGovernment of Canadas contract costing standards. Tony coauthored (with Gene Deszca) the original versions of the SMACProfessional Program, the SMAC Strategic Leadership Program, and the SMAC Executive CMA Program.

He received a BCom and a MBA from the School of Business at Queens University and an MSci and a Doctorate in IndustrialAdministration from the Graduate School of Industrial Administration at Carnegie-Mellon University. Tony is a Certified ManagementAccountant and a Fellow of the Society of Management Accountants of Ontario (SMAO).


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Gene Deszca, BBA, MBA, PhD

Associate MBA Director

School of Business and Economics

Wilfrid Laurier University, Waterloo, ONBus: (519) 884-0710 ext. 2560

[email protected]

Gene is a professor and the Associate MBA Director at Wilfrid Laurier University. He is the past Head of the Organizational BehaviourArea Group and former Director of the MBA program. As MBA Director, he played a leadership role in the development of the one yearfull-time program, the executive style off-campus MBA program, and the CMA-MBA program. He has taught at Queen's University, York

University, the University of Western Ontarios Graduate Program in Engineering Management, and St. Francis Xavier University.

Gene was deeply involved (with Dr. Anthony Atkinson) in the creation of the SMAOs accreditation program in 1989, its renewal as theStrategic Leadership Program (1998) and the Executive Strategic Leadership Program (2000). He has been a moderator in variousprofessional programs and serves on the Board of Directors of the Society of Management Accountants of Canada.

As an educator and consultant, Gene has focused on the development of organizational capacities, strategy enactment, and changemanagement. He has mediated disputes and provided assistance to a variety of organizations. Clients have included: Agricorp, BrucePower, Clarica, Cominco, the College of Veterinarians of Ontario, Cyence, Dell, NuComm, the Ontario and National Societies of

Management Accountants, the Ontario Provincial Police (OPP), PMAC, the RCMP, Turbosonic Technologies, Shoppers Drug Mart,various municipal agencies and school boards, and Volkswagen. An interest in entrepreneurship has led to his involvement in a numberof early stage firms.

Gene has published and/or presented over 100 papers, monographs, and technical papers. Four recent examples are the co-authoredpieces: Toolkit for Organizational Change, (Beverly Hills, California: Sage, 2007), Cases in Organizational Behaviour(Toronto:McGraw-Hill 2005), Canadian Cases in Human Resource Management(Toronto: Prentice-Hall, 2002), and Driving LoyaltyThrough Time-To-Value, International Journal of Service Technology and Management, Vol. 17, #3, 2002.

Current research interests are focused on organizational transformation and change.


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Hugh Munro, PhD

Professor and MBA Director

School of Business and EconomicsWilfrid Laurier University

Bus: (519) 884-0710 ext. 2556

[email protected]

Hugh is currently the MBA Director at Wilfrid Lauriers School of Business & Economics as well as Professor of Marketing andInternational Business. He has been at Laurier for over twenty-five years and has taught a variety of courses and has heldnumerous administrative positions including Associate Dean of Business and Director of the Laurier Trade Development Centre. Histeaching and research interests reflect his passion for new business ideas and new markets specifically the development andcommercialization of new products and services and the internationalization of small and mediumsized businesses. He is currentlyresearching and developing programs in the area of strategic branding as part of Lauriers new Institute for Brand Performance.

Hugh is very active internationally. He has conducted over 15 International Study Tours to Asia, Asia Pacific, South America, andEurope this has provided extensive exposure to international business practices in strategic areas of the world. He has also

participated in international educational missions to Africa, Trinidad, Russia, and Cuba and guest-lectured as a visiting professor atUniversity of Auckland (New Zealand), Siam University (Thailand), Marburg University (Germany), Temasek Polytechnic(Singapore), and Aarhus University - ESSAM (Denmark). He also has international consulting experience in sourcing partners andtechnology for Canadian companies.

Hugh is actively engaged with the business community through his consulting and management development activities. Some ofthe organizations that Hugh has worked with include Bruce Power, Altus Group, Bank of Montreal, Astra Zeneca, Society ofManagement Accountants of Ontario, Bayer, Volkswagen, and Electrohome.


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Barbara A. Palmegiani, BCom, FCMA

Management Consultant

W: (416) [email protected]

Barbara leverages Financial and Operational Management to optimize business strategies.

For 17 years, Barbara held various executive positions where she successfully built companies across abroad range of industry sectors. Her senior management experience has provided her with insight into theneeds of todays CEOs. She held progressive positions within various finance departments for both largemulti-nationals as well as medium sized entrepreneurial organizations. Her last 7 years in industry werespent as a Vice-President of Finance and CFO.

In 2008, Barbara shifted her full time focus to management consulting. During this time, she has built consulting alliances withseveral boutique consulting firms. Barbara strength lies in the application of analytic and strategic methods used to drive broadbusiness acumen to bring complex problems to resolution. Skill sets include strategic planning and facilitation, organizationmeasurement, leading change, financial analysis, forecasting, budgeting,re-engineering and mentoring to drive successful improvement of operational efficiencies and effectiveness. She has deployedthese strengths with organizations focused on improved operations, next-stage growth and leadership/ownership transition.

Alongside her private sector path, Barbara has run a part-time parallel academic path over the past 15 years. Her academicexperience helped fuel her professional growth. Barbaras teaching and facilitation experience includes: The CMA Ontario StrategicLeadership Program, Executive Program, and Case Exam and Board Report preparation sessions, as well as program design anddelivery for CMA Continuing Education workshops. Barbara has also taught credit management and accounting courses at theBCom and MBA levels for the Schools of Business, Continuing Education and Distance Education MBA/CMA program at TheDeGroote School of Business at McMaster University as well as Nipissing University.

Barbara proudly earned her FCMA in 2010.


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CMA Ontario Administration Staff

Cheryl Williams, Program Coordinator

[email protected] Cheryl, your primary contact at CMA Ontario, is responsible for all administrative issues,

attendance, hotel accommodations, expenses, special food requirements, etc.

Eva Melakuova, Manager, Alternate Delivery

[email protected]

Responsible for program concerns or comments that you feel need to be escalated.

Lisa Robinson, Senior Manager, Accreditation

[email protected]

Responsible for program appeals and further escalation if required.

Barbara Palmegiani, Administrator

[email protected]

Responsible for the Application Phase program materials (supported by Cheryl Williams),candidate evaluations, group problems and primary contact for content-related issues.


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The Highlights of the CMA Executive Program

CMAs bring a unique blend of expertise in accounting, management and strategy

Competency Map (CM) covers Functional & Enabling competencies

Career Progression--Career Approach

These competencies evolve in the course of a career

The CMA Competency Map reflect this evolution

Professional Development will ensure CMAs continue to evolve throughout theircareers


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Competency Map

Focuses on three pillars of

the CMA profession:

Accounting

Management

Strategy


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Roles of a CMA

There are four roles of a CMA as a professional accountantin business:

1. Creating value2. Enabling value

3. Preserving value

4. Reporting value


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Steps to Solving aBusiness Problem

What must we doto succeed in ournew direction?Scan Internal Environment

Identify Internal Strategic FactorsStrengthsWeaknesses

FinancialAssessment-Bal. Sheet/ Inc S/M

ID Current MissionIs there an implied mission?What is it? Goals? Targets?

Needs/Preferences?Constraints?

Scan External EnvironmentIdentify External Strategic FactorsExt. OpportunitiesExt. ThreatsFinancial Assessment-Benchmarking

IdentifyKSFCompetitive AdvantageKey risks to be eliminatedor mitigated

ID Major Strategic Issues

Rank issuesID Alternatives

Analyze AlternativesProvide balanced analysis:

Qualitative & QuantitativePros & consConsider informationfrom Internal andexternal scan

RecommendationsRank AlternativesState recommendationsProve feasibility & viabilityExplain how it achieves goals/targets,mitigates key risks, does not exceedconstraints, capitalizes on KSFs andmeets stakeholder preferences

Implementation Planchanges:ID and analyze issuese.g. change mgmt, resourcesResolve consResolve weaknesses inLeadership, Structure,Mgmt Info, Internal Control,

Ethics, H/R, Marketing,Operations, IT, etc.Address minor issuesProvide action plan

Financial Forecast of allRecommendationsPro Formas (cash flow, F/S)Identify future financial benefits


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From candidate to mentor

Core competencies grow and mature as the individual progresses through the following three stages:

Knowledge Acquisition: Individuals acquire a foundational body of knowledgethrough structured academic studies, culminating in admission to the CMAprogram on passing the CMA Entrance Exam.

Professional Proficiency: Individuals gain experience applying corecompetencies on the job while furthering their training in Professional Programsoffered by provincial/territorial affiliates of CMA Canada, culminating in theawarding of the CMA designation.

Advanced Proficiency: Individuals further develop as they progress throughtheir chosen career path, supplementing their learning through self-directedcontinuing professional learning and development.


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Competency-Based Career Development

Technical content relevant to real life

Information research applied as needed

Develop understanding of how CMA competencies apply toworkplace

Further develop abilities to solve problems, make reasonedassumptions and deal in situations of uncertainty


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Terminology Instructors / Moderators

Year 1:

Foundation Phase - Term used is Instructors as thefocus is on competency knowledge acquisition.

Year 2:

Application Phase - Term used is Moderators as they

facilitate application of competencies to cases andcandidates work environment.


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Foundation Phase (Year 1)

Is a 4 month program that runs from April 2013-July 2013

You will learn the core knowledge of the managementaccountant - Financial Accounting, Corporate Finance andManagement Accounting

You will need to dedicate at least 6-8 hours per week to theprogram

Program Structure



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Assignments are due every two weeks. Please refer to the programschedule for these dates.

All assignments must receive a passing grade before proceeding tothe Application Phase if you receive a BE you will be advised by

your instructor on how to proceed.

Your final assignment is GR Hotels which must be submitted no laterthan July 25th, 2013. Assignment extensions must be approved byCheryl Williams at [email protected]



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Expectations and Requests of the Executive Candidates in theApplication Phase

Attendance, Attention, Effort and Professionalism

You will be required to attend 4 days of Interactive Sessions from 9am-4:30pm. Sessions beginpromptly at 9am, you are asked to arrive early for breakfast at 8:30am. Evening group work willbegin from 5pm-11pm. Group work will be based on an overarching case for each week. EveryFriday of each interactive session, each group will present to a Mock Board of Directors (oftenECMA alumni)

Attendance is mandatory at all sessions, you are required to stay for the full day. Urgent absencesmust be communicated to CMA Ontario in advance and will be subject to additional work; regularabsences could lead to deferral.

Please bring a laptop (for small group work as requested by moderators.)

Use of any kind of phones during weekly sessions is not permittedwe ask that you either turnthem off or put them on silent when this is not possible.


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In the second year of the program you will focus on applying the foundation content to cases and executivecandidate workplaces in small groups.

The Application Phase will cover 3 modules over 3 Interactive Sessions

Module 1Strategy & Risk/Governance Module 2Performance Management and Measurement Module 3Financial Management and Reporting

Candidates must successfully complete the Foundation Phase Assignments, Application Phase InteractiveSessions and Nationally Marked Assignments before proceeding to the Board Report process. You will berequired to complete the Board Report as a group by submitting a written report and giving an oralpresentation to a panel of board members.

100% of the Program Evaluation is based on the Board Report:

70% written report

30% oral presentation

You will continue to cover requirements of the CMA Competency Map during this phase

Program StructureApplication Phase (Year 2)


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Module Components

All module material will be shipped to candidates 6-8 weeks prior toeach session.

You will be required to read all assigned articles and cases andcomplete any assigned work distributed by your moderators beforeattending the session.

Application Phase (Year 2)


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Module Components

Large group discussion will focus on articles & application ofconcepts to your workplace

Small group work will focus on activities/case studies withdeliverable

Guest speakers (subject matter experts)

Application Phase (Year 2)

Orientation Slides CMA program

Documents

Transcript of Orientation Slides CMA program