Backup_of_CMA ICMA Brochure 2006 - CMA - Certified ...

5 Critical analysis for senior and middle level finance executives
]Does this apply to you
*I feel I am losing relevance
*I don’t want to be just a scorekeeper
*I am frequently called upon to provide decision
analysis information to the Board
*My management accounting knowledge is not
up to date
*My job has become more specialised, I have
not
If you have ticked any of the above statements; you seriously
need to upgrade your skills
The Certified Management Accounting
Program protects your career by giving you the
competitive edge
Read on >>
The
Certified
Management
Accounting
Program

ICMA’s Committee & Board
Executive Committee
President Mr. Leon Duval MBus(Acc), ACA, CMA
Vice President Mr. Derek Maulin FCMA, CMA
Executive Director Mr. Michael Vincent MA, CMA
Deputy Executive Director Mr. Chintan Bharwada BCom, MBA, CMA
Secretary Mr. John Ortner MBA, CMA
Treasurer Ms. Roshani Perera FCMA, CMA
Education Prof. Janek Ratnatunga MBA, PhD, FCA, CPA, CMA
Finance Mr. Hans Ferdinand BBus(B&F), CMA
Government Mr. Michael Tse BCom, MCom, CMA
Conferences Mr. Chintan Bharwada BCom, MBA, CMA
Overseas Projects Mr. Geoff Baring MAdmin, CMA
Branches Dr. Erwin Waldmann PhD, MAcc, CMA
Students Affairs Assoc Prof Gweneth Norris BCom, MCom, PhD, CPA, CMA
Ethics Mr. Jehan De Silva MBA, CMA
Membership Mr. Tony Periera BBus(Acc), MBus(Acc), CPA, CMA
Public Seminars Mr. Rishin Kapur MBA, FCA, CMA
Publishing Mr. Sandy Stewart BEng, CMA
Webmaster Dr. Themin Suwardy PhD, BBus(Acc)(Hons), BComp(InfoSys), CPA, CMA
Education Advisory Board
Convenor:
Prof. Janek Ratnatunga (Monash University)
Australia:
Prof Garry Marchant (Bond University)
Prof. Stewart Jones (University of Sydney)
Prof. Lockman Mia (Griffith University)
Prof. Mohammed Ariff (Monash University)
Dr Richard Whitwell (Central Queensland University)
Dr Gweneth Norris (University of South Australia)
Mr Bill Richardson (Monash University)
Asia Pacific:
Dr Themin Suwardy (Singapore Management University)
Tunku Iskanda (Markhota College Malaysia)
Prof. John Oliga (Graduate School of Management PNG)
Mr Manilka Fernando (Institute of Chartered Accountants of Sri Lanka)
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details

About ICMA
The Institute of Certified Management Accountants (ICMA) is a
growing organisation with a vision to attain the status of a premier
body of professionals practising the science of management
accounting.
International Branches
The ICMA has opened branches in a number of states in Australia
and in the following countries and will continue to expand its
presence in the future
MAs are important assets in all types
of organisations. They analyse
Coperating results, review performance,
conduct strategic audits, and resolve issues that
enhance the strategic objectives of the
organisation. CMAs appreciate the business
approach for managing customer value,
formulating strategies and valuing equity.
CMAs are value creators, not merely
accountants focused on compliance issues.
Hong Kong United Kingdom Indonesia Lebanon
Malaysia Philippines Singapore Sri Lanka
India Nigeria Papua New Guinea
How recognized is the ICMA?
The ICMA is registered under the Associations Incorporations Act 1981 (Vic.) with members entitled under its Rules to use
the post-nominals ‘Certified Management Accountant (CMA)’, ‘Associate Management Accountant (AMA)’, ‘Graduate
Management Accountant (GMA)’ and ‘Management Accounting Affiliate (MAA)’ .
True “recognition” is, however, only earned in the market. As a new body, having just over 2,000 members (with 650 CMAs),
it is already well recognised in its niche market, as a specialist qualification for qualified 'generalist' accountants who are
interested in pursuing a career in Management Accounting.
Why you should enrol
Acquire the relevant skills and information that will allow you to build quality business practices inside your organsiation and
set you apart in today's competitive marketplace.
Attend a program which has been benchmarked against the best and most advanced Management Accounting programs
available globally.
Establish yourself as a strategic operations-focused professional committed to lifelong learning and positioned for long-term
success.
Network with colleagues and discuss the issues that affect you today.
The Certification Program has four objectives:
]To establish Management Accounting and Financial Management as recognised professions by identifying the role of the
professional, the underlying body of knowledge and a course of study by which this knowledge is acquired
]To encourage higher educational standards in the Management Accounting and Financial Management fields
]To establish an objective measure of an individual's knowledge and competence in Management Accounting and
financial management
]To encourage continued professional development
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details

Pathway to CMA
AMA or Qualified Accountants
CA, CPA, Accounting Degree holders, and
more than 3 years of relevant expedience
Undertake the CMA Program
Unit 1: Advanced Management Accounting
Topics Covered:
Management control systems, Production and quality management
in modern firms, Cost accounting and cost management in a Justin-Time
environment, Management accounting in modern firms,
Benchmarking, Re-engineering with Activity Based Costing,
Customer Profitability Analysis, Process control and Activity Based
Management, Implementing re-engineered cost analysis and
control systems, Re-engineering management control systems,
Triple Bottom Line accounting, and Corporate governance and the
management accounting
Unit 2: Advanced Strategic Management
Accounting
Topics Covered:
Corporate strategy in modern firms, Marketing and strategic
management accounting, Accounting for marketing product
management, Management Accountant's role in the pricing
decision, Financial dimensions for pricing in international markets,
Accounting for promotion: Push strategy, Accounting for promotion:
Pull strategy, Management Accountant's role in the placedistribution
decision, Performance and strategic financial structures,
Strategic value analysis, Corporate radar and early warning
systems, and Balanced Scorecard
Sit for CMA Exams or Apply for Exam Exemption*
* ICMA’s 10 year rule
Under ICMA’s 10 year rule, senior
executives who attend the all CMA
seminars can apply for exemption
from examinations; provided they
have more than 10 years of
relevant professional experience
Apply for CMA membership
Certified Management
Accountant (CMA)
Qualified Accountants who attend the all CMA Seminars
and have more than 5 years relevant experience
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details

Program Leaders
#
Professor Janek Ratnatunga
MBA, PhD (Bradford), Dip.Mkt, FCA, CPA, CMA,
Professor Ratnatunga was appointed a full professor at Monash University in 1990.
Among the senior positions he has held at Monash are Associate Dean (Graduate
Studies), and Head of the Department of Accounting and Finance in the Faculty of
Business and Economics. He has also held academic positions at Melbourne
University, Canberra University, Washington University, the University of Rhode Island
and the Robins School of Business at the University of Richmond in the USA .
He is currently the Editor of the Journal of Applied Management Accounting
Research and has been on the Editorial Boards of the Australian Accounting Review,
Accounting Research Journal, Small Enterprise Research Journal, Total Quality
Management Journal, Asia Pacific Journal of Quality Management, Journal of
Accounting and Corporate Governance, and Perspectives in Contemporary Auditing.
Amongst the honorary positions he holds, or has held, are Research Professor, International Technology and Economy Institute,
Shanghai Branch People's Republic of China, Vice President of the Victorian Branch of the Chartered Institute of Management
Accountants, Chairman of the Education Committee of the Institute of Certified Management Accountants, and Member of the
Executive Advisory Board of the World Association for Case Research and Application (WACRA) in Boston, USA.
Professor Ratnatunga has authored/co-authored twenty-three books on strategic cost management, entrepreneurship, financial
accounting, accounting theory and financial modelling, and over 100 academic and professional papers.
He has consulted to a wide variety of organisations in Australia and South-East Asia , especially in the areas of cost management
systems and financial planning and analysis, including Unilever, Telstra, Hong Leong Group, Telekom Malaysia Oberoi Hotels and the
Australian Department of Defence.
He holds a PhD and MBA from the University of Bradford.
Professor Leon Duval
ACA, CMA, M Bus (Acc)
Leon Duval is currently the managing partner for Duval Partners a multi discipline
Chartered Accounting Firm. He is also Chairman of the Duval Partners Technology
Management Committee, a consulting business initially developed by the Chartered Firm,
now operating as an independent business unit.
Over the last fifteen years Leon has been actively involved in both developing and
delivering seminars, workshops and programs for major companies in Australia, New
Zealand and throughout the Asia Pacific region . He was also a member of the technical
group which developed a Management Accounting Module for the Professional Year
Program of the Institute of Chartered Accountants and one of its authors for a five year
period.
An experienced lecturer in the tertiary education sector he has taught courses in both
Advanced and Strategic Management Accounting for Monash University and the Mount Eliza MBA programs. In recognition of his
services to the Accounting Profession, Leon Duval was awarded a Centenary Medal by the Commonwealth in 2000.
One of the driving forces behind the establishment of the AIFM, he was appointed its founding Dean and charged with the task of
firmly establishing the Institute as a Centre of teaching and training excellence.
#
ICMA in accordance with RPIs could change program leaders based upon area and avaliability
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details

CMA9001: ADVANCED MANAGEMENT ACCOUNTING
Unit Leaders: Please check with ICMA or RPIs for details
Objectives: This unit is designed to equip participants with in depth knowledge and the confidence to implement the new tools available to the
management accounting professional. We aim to equip participants with the ability to manage change in a rapidly evolving business environment.
Synopsis:
=This program provides participants with an in depth understanding of the multiple dimensions of the control process
=It illustrates how the principles of control developed for a traditional production facility can be applied effectively into service environments
=Significant time is devoted to developing an understanding of modern cost models and how they can be applied to support strategic decision
making
=The problems associated with change management and implementing process change are examined in depth
=The unit ends with an examination of the latest innovations in corporate responsibility reporting and the implications for the management
accountant arising out of the global moves towards greater external control over corporate governance
Course Structure: The course is structured into twelve modules all covering different topics some of which are related. Participants receive a
complete file containing lecture notes and selected readings designed to enhance their understanding of the topics covered. Participants who wish
to undertake the examinations will not be required to do any additional research beyond the material in the module handout.
Delivery is via class room style lectures interspersed with a simulation game, video presentations and group work on practical case study
problems.
Assessment: 50% Assignment, 50% Examination (Open Book exam).
(Students must pass the examination in order to pass the unit)
CMA9002: ADVANCED STRATEGIC MANAGEMENT ACCOUNTING
Unit Co-ordinators: Please check with ICMA or RPIs for details
Objectives: This program introduces participants to the study of corporate strategy, product portfolio management, marketing and pricing. Using
the knowledge gained it then takes participants through the issues required for effective cost management and control within the marketing, sales
and distribution functions. The creation of strategic value and its measurement is then examined in addition to the analysis of corporate health as a
tool for predicting the potential for business failure. Finally the synthesis between financial and non financial reporting measures through the use of
balanced score cards is discussed.
Synopsis:
=This program provides financial managers with the knowledge and the skills to move away from a score keeper role into one that becomes
value driven and strategically focused
=It equips participants with sound basic knowledge in the principles of corporate strategy, marketing and product portfolio management and
gives them the confidence to become fully contributing members of any team that has a strategic focus and the objective to create additional
shareholder value.
=Controlling and measuring the performance of marketing and sales departments can be difficult and politically sensitive. The knowledge
derived in this program will allow participants the confidence to initiate and manage projects of this type.
=The program provides participants with the tools required to determine dangerous trends and how to use specialised models in order to
assess the risk of failure
=How to create and use different information indices in order to assess corporate performance and fulfil strategic imperatives is also carefully
examined
Course Structure: The course is structured into twelve modules all covering different topics some of which are related. Participants receive a
complete file containing lecture notes and selected readings designed to enhance their understanding of the topics covered. Participants who wish
to undertake the examinations will not be required to do any additional research beyond the material in the module handout. Delivery is via class
room style lectures interspersed with video presentations and group work on practical case study problems
Assessment:
! 50% Assignment, 50% Examination (Open Book exam).
(Students must pass the examination in order to pass the unit)
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details

CMA9001 Advance Management Accounting
DAY ONE:
Topic 1: Management Control Systems
The role of accounting is often stated to be providing information for
decisions. Management accounting, however, fulfils a much broader
role in organisations. As well as providing a framework for planning,
management accounting has an important role in management
control. This topic introduces the concept of management control
and considers the role of management accounting within such a
control framework. The design of management accounting systems is
also considered.
Topic 2: Production and Quality Management in Modern
Firms
This topic introduces the traditional production management
techniques and strategies. The 5-P’s of production are specifically
considered; i.e. the product, plant, process, program, and people. The
three traditional types of production; i.e. Job; Batch; and Flow
production are also studied, and concepts such as quality and
reliability are also introduced. Modern production management
techniques originating from Japan, such as Flexible Manufacturing
Systems (FMS); and Total Quality Management (TQM) are also
considered.
Case Study on Production and Quality: Clean Shaven Inc.
Group Exercise on Production: Simulation of Production Function
Topic 3: Cost Accounting and Cost Management in a JIT
Environment
This topic continues to look at production management techniques
and strategies, especially the more modern production philosophies
originating from Japan, such as Just-In-Time production (JIT). The
strategic management accounting issues raised by such philosophies
and techniques and aspects of the influence of the philosophy on
production and purchasing are also covered.
Case Study on Accounting for JIT Environment: Silicon Valley
Computer
Topic 4: Management Accounting in Modern Firms
This topic overviews the complexity that exists in modern industrial
settings, and why the conventional management accounting
techniques may provide misleading information in such environments.
It is shown that indirect costs make up the largest percentage of total
costs in such complex firms, and that there are many challenges in
allocating such indirect costs. Methods of identifying “obsolete” cost
systems and of improving cost control are also discussed.
Case Study on Target Costing: Phraud Car Parts Company
DAY TWO:
Topic 5: Benchmarking
This topic discusses in depth “benchmarking”; which is the formal
process of measuring and comparing a company’s operations,
products, and services against those of top performers, both within
and outside that company’s primary industry.
Topic 6: Activity Based Costing
This topic focuses on the principles of Activity Based Costing (ABC),
which is shown as the response to the challenge of complexity.
Aspects such as “volume”, “structural” and “introductory” costs are
specifically considered.
Case study on ABC: The Mellow Company Case Study
Topic 7: Customer Profitability Analysis
This topic moves the focus from analysis to action. Methods of finding
profitable customers and products are considered, as is the area of
account management
Case Study on Customer Profitability Analysis: Bills and Moon Co.
Topic 8: Process Control and Activity Based Management
Here the areas of process control and activity based management are
discussed. Monitoring systems, and the concepts of frequency,
timeliness and accuracy are considered, especially in relation to
white-collar departments.
Case Study on ABM: Dilbert Laboratories
DAY THREE:
Topic 9: Implementing Re-engineered Cost Analysis and
Control Systems
This outlines the implementation process of activity based costing.
Behavioural aspects, especially in creating motivation are discussed.
Long-term cost management models are also considered.
Case Study on ABC Implementation: Oakley Paints
Topic 10: Re-engineering Management Control Systems
Strategic approaches such as “product differentiation” and “cost
leadership” are considered in re-engineering management control
systems especially via the linking of overall performance to financial
and non-financial measures.
Topic 11: Triple Bottom Line Accounting
Triple bottom line accounting is changing the way organisations go
about their business. This topic explores what is meant by the "triple
bottom line" and what it means for organisations, now and in the
future.
Topic 12: Corporate Governance: The Role of the
Management Accountant
This topic overviews the corporate governance structure which
specifies the distribution of rights and responsibilities among different
participants in the corporation, such as, the board, managers,
shareholders and other stakeholders, and spells out the rules and
procedures for making decisions on corporate affairs.
All participants are provided with:
Study material, tea/coffee, and working lunch
ore than 5000
Middle and Senior
Mfinance professionals
have upgraded their skills by
attending the CMA program
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details

CMA9002 Advance Strategic Management Accounting
DAY ONE:
Topic 1: Corporate Strategy in Modern Firms
This topic overviews the concepts and development of strategic
planning in modern business enterprises. The traditional areas of
corporate strategy; such as mission statements, objectives, and
strategic planning decision models are first introduced to the student.
The state of strategic thinking in the current environment is then
considered, especially in relation to strategic management information
systems.
Topic 2: Marketing and Strategic Management Accounting
Here the marketing concept is introduced and the links between
marketing and strategic management accounting are illustrated. It is
shown how concepts such as the product life cycle and product
portfolio matrix are linked to managerial accounting techniques such
as budgeting and life-cycle costing to provide relevant information for
strategic decision making.
Comprehensive Case Study on Accounting for Strategic Marketing:
The Roxor Watch Company: Case Study Analysis and Group
presentations
Topic 3: Accounting for Marketing Product Management
This topic looks at the interface between management accounting
and marketing related “product management” especially in
competitive environments. The “product” is the first “P” in the 4-Ps of
marketing, the others being price, promotion and place distribution,
which will be discussed in detail in later topics. It is shown that as a
product moves through various stages of its life-cycle, there are
differing financial aspects that need to be focused on for competitive
positioning. It is demonstrated that the company’s management
accountant possesses the tools and techniques required to provide
the product managers with decision-orientated information.
DAY TWO:
Topic 4: The Management Accountant’s Role in the Pricing
Decision
Here the various aspects of pricing decisions are covered, especially
in competitive environments. Pricing Methods and Pricing Strategies
are specifically contrasted, and the use of such techniques as CVP
analysis and linear programming in the pricing area are discussed. This
topic also covers risk averse pricing strategies and their limitations.
Comprehensive Case Study on Accounting for Pricing:
Case Study on Pricing: ePrecision Manufacturing Company
Topic 5: Financial Dimensions of Pricing in International
Markets
This topic extends the discussion of the previous section on pricing,
and considers within a competitive international market. It is shown
that setting a selling price in a foreign market has, in addition to
strategic marketing considerations, some unique international financial
dimensions, especially due to the lengthening of the channels of
distribution and the impact of multiple currencies.
ompleting the CMA program gives
you an opportunity to gain
Cmembership as a Certified
Management Accountant with ICMA.
Topic 6: Accounting for Promotion: Push Strategy
Here the principal ways of communicating with the market, referred
to collectively as the “promotional mix” are overviewed. The
objective of this mix is to make a sale, either by “pulling” customers
towards the product (using advertising) or by “pushing” the product
to the customer (using personal selling). It is shown that the
management accountant has a significant role “push strategy”,
especially in controlling field sales operations, and evaluating sales
force performance.
Comprehensive Case Study on EmpeeThree, Inc.
DAY THREE:
Topic 7: Accounting for Promotion: Pull Strategy
This topic continues with the discussion on promotion, and
specifically looks at “pull strategy” with its heavy reliance on
advertising. It is demonstrated that the management accountant has a
significant role in formulating advertising budgets, especially using
specific budget models, and in the difficult areas of controlling
advertising outlays and evaluating advertising effectiveness.
Comprehensive Case Study on Accounting for Promotions:
Suave Case Study Analysis and Group Presentations
Topic 8: The Management Accountant’s Role in the Place -
Distribution Decision
This topic considers the last “P” of the 4-P’s of marketing; i.e. place
(or physical distribution). It is shown that the control of the
distribution function involves a “trade-off” between maximizing
customer service and minimizing distribution costs, and that the
management accountant has a significant role to play in achieving this
balance. The various accounting techniques useful in distribution cost
analysis and control are highlighted in this topic.
Topic 9: Performance and Strategic Financial Structures
Financial Performance Indicators, especially the ROI measure is
considered in depth, and cost of capital definitions and computations
are evaluated in this topic. The impact of financial structure on
planning performance evaluation is also considered, specifically capital
structure and its role is obtaining an appropriate discount rate for
capital projects.
Exercises on Matlock Company and Miller Modigliani, Ltd.
DAY FOUR:
Topic 10: Strategic Value Analysis
The use of “value-drivers” is considered in the linking of corporate
strategy with financial performance measures. Aspects such as “freecash
flow”; “continuing value” and “business value” are specifically
considered.
Case Study on Strategic Value Analysis: The Rappa Port Authority
Topic 11: Distant Early Warning Systems
Short-term (weekly) and long-term (annual) corporate radar systems
are considered, in order to determine the health of one’s business
organization. Bankruptcy prediction models (such as Z-scores) are
specifically considered.
Case Study on Early Warning Systems: Maxwell Communications
Company
Topic 12: The Balanced Scorecard
A “balanced” view of the corporate scorecard is considered,
incorporating strategic and tactical; internal and external; financial and
non-financial; and past and future oriented key-performance
indicators.
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details

&
Application for direct membership as an AMA
Applicant Information
Title:
First Name:
Last Name(s):
Contact Details
Mailing Address:
Suburb:
Preferred Name(s):
Middle Name(s):
Date of Birth:
City:
State: Code: Country
Home: ( ) Work: ( )
Mobile: Fax: ( )
Email:
Employment Details
Employer Name:
Employer Address:
Date of Appointment:
Post Held
Current Occupation
Brief Outline of Duties and Responsibilities:
You must provide your Curriculum Vitae detailing information of the management
accounting experience that you think will be of significance to your application, eg. work
in reporting to management; financial management; information systems; financial
modelling; internal auditing; pricing; logistics; cost analysis etc. ICMA does not regard
compliance based accounting experience and taxation work as constituting
management accounting experience (These must be detailed in attached CV)
&
Please read information on the back side before submitting this form
Please use a Black pen to complete this form
CMA Exam Exemption Form
Exemption required for: (Please tick)
____ ADVANCED MANAGEMENT ACCOUNTING
____ ADVANCED STRATEGIC MANAGEMENT ACCOUNTING
Applicant Information
Title:
First Name:
Last Name(s):
Contact Details
Mailing Address:
Suburb:
Preferred Name(s):
Middle Name(s):
Date of Birth:
City:
State: Code: Country
Home: ( ) Work: ( )
Mobile: Fax: ( )
Email:
Employment Details
Employer Name:
Employer Address:
Date of Appointment:
Post Held
Current Occupation
Brief Outline of Duties and Responsibilities:
You must provide your Curriculum Vitae detailing information of the management
accounting experience that you think will be of significance to your application, eg. work
in reporting to management; financial management; information systems; financial
modelling; internal auditing; pricing; logistics; cost analysis etc. (These must be detailed
in attached CV)
Grade of membership to be considered: Annual Subscription
RAMA - Associate Management Accountant AUD $154.00
(Degree or Professional Qualification in Accounting and 3 years relevant experience)
*
CMA Certified Management Accountant AUD $187.00
(Degree or Professional Qualification in Accounting, completion of CMA Program and
5 years relevant experience)
Latest Education Summary
Qualifications Institution Year
1
2
[Please provide transcripts of Awards Obtained]
Professional Membership
1 No.
2 No.
Application Fee Payment of AUD $27.50 by (please tick):
MasterCard Bankcard Visa Amex
Cheque (payable to Institute of Certified Management Accountants, Australia)
Card No. __ __ __ __ - __ __ __ __ - __ __ __ __ - __ __ __ __
Cardholder:
Expiry date:
Signature:
Acceptance of the rules
I ______________________(name) desire to become a AMA
(grade of membership) member with the Institute of Certified
Management Accountants. In the event of my admission as a
member, I agree to be bound by the Rules of the Institute of
Certified Management Accountants for the time being in force.
Signature of Applicant:
Latest Education Summary
Date:
Qualifications Institution Year
1
2
You can also submit your application to ICMA
Recognised Provider Institutions (RPI) in your area.
For more information please see:
www.cmawebline.org/providers/recognized_providers.html
Do I have to sit exams to become a CMA? Yes, it is one of the
prerequisite to attain CMA membership. However, if you are a
qualified accountant, and have over 10-years relevant experience
you may be exempted from having to sit for exams (under ICMA's
10-year rule). You still have to attend and follow the CMA program
or all 7 CMA Seminars when it runs, even though you don't have to
sit the exams.
[Please provide transcripts of Awards Obtained]
Professional Membership
1 No.
2 No.
Acceptance of the rules
I __________________________________ (name) agree to be
bound by the rules of the Australian Institute of Finance &
Management for the application of exam exemption. I confirm that
all the information provided or attached with this application is true
and correct.
Signature of Applicant:
Date:

Application for direct membership as an AMA
Please complete this form using a typewriter or write your responses in BLACK ink using
BLOCK CAPITAL LETTERS. If there is insufficient space continue on a separate sheet if
necessary. Do not send any original documents with this form. The Institute will retain all
materials sent with this form. Please send A$27.50 by Cheque, Bank Draft, or Credit Card
details) with this application as a non-refundable application fee. Do not send any other
subscription fees money at this stage. You will be invoiced a Joining Fee of A$55.00 for all
classes of Members directly by the ICMA if the Membership Committee accepts your
application for membership
Membership Benefits:
]Membership Certificate recognising qualifications and experience in the
specialist field of management accounting
]The use of post-nominals in the CMA, AMA, GMA and MAA membership
categories
]Up to 6 credit exemptions in many Australian and overseas MBA programs for
those successfully completing the Institute's Education Program
]Twelve issues per year of the world-class management accounting magazine
"Strategic Finance", published by the Institute of Certified Management
Accountants (USA)
]Full access to the CMAWebline.org with links to all associated management
accounting web pages around the world
]Institute's newsletter On Target
]Access to the Institute's commissioned research publications in JAMAR
]Participation in branch and center activities
]Access to a range of Continuing Professional Development opportunities in the
leading edge topics of management accounting
]Access to membership in special interest groups
]Networking opportunities with management accounting academics and
professionals around the world
You can also submit your application to ICMA
Recognised Provider Institutions (RPI) in your area.
www.cmawebline.org/providers/recognized_providers.html
(For Official Purposes Only: Do Not Complete)
Application Received On:
Education Membership Consideration On:
Approved
Not Approved
Membership No:
Reason:
Applicant Informed of Decision On:
ICMA- Invoiced On:
Date Membership Fees Received:
Date Membership Certificate Posted:
(Emailed and Faxed applications ARE NOT ACCEPTABLE and
they will be ignored)
Return this application along with all supporting
documentation to RPI or ICMA head office
- In Person or by Post -
Institute of Certified Management Accountants
CMA House, Monash Corporate Centre
Unit 5, 20 Duerdin Street
Clayton North, Victoria 3168 AUSTRALIA
General Enquries - Tel: 61 3 95447913 Fax: 61 3 95447299
More information: email: info@cmawebline.org
CMA Exam Exemption Form
&
You can also submit your application to ICMA Recognised Provider Institutions (RPI) in your area.
For more info please see: www.cmawebline.org/providers/recognized_providers.html
(For Official Purposes Only: Do Not Complete)
Application Received On:
Education Membership Consideration On:
_____ Approved _____ Not Approved
Applicant Informed of Decision On:
(Emailed and Faxed applications ARE NOT ACCEPTABLE and they will be ignored)
Return this application along with all supporting documentation to RPI or ICMA head office
- In Person or by Post -
Institute of Certified Management Accountants
CMA House, Monash Corporate Centre
Unit 5, 20 Duerdin Street
Clayton North, Victoria 3168 AUSTRALIA
General Enquries - Tel: 61 3 95447913 Fax: 61 3 95447299
More information: email: info@cmawebline.org

Frequently Asked Questions - The CMA Program
Do I automatically get CMA membership with the
ICMA?
Completing the CMA program makes you eligible for CMA membership
with the ICMA. On successful completion you will then have to apply for
CMA membership with the ICMA by submitting your relevant academic
transcripts and proof of practical experience.
Can I register/study one unit at a time?
Yes, you have the flexibility to take one unit at a time. But you will be
eligible for CMA membership only when you successfully complete both
units.
Can I do the CMA program via correspondence?
No, the CMA program is designed in such a way that face to face contact
lectures are necessary. This ensures that you receive the best quality
input not only from the faculty but also from fellow classmates.
What differentiates a CMA from a CA/CPA?
A Certified Management Accountant is part of the management team,
focusing on business strategy and strategic decision-making. A CMA
understands the business formula for delivering value to the customer,
arriving at strategies for identifying, developing, marketing and evaluating
a product or service throughout the entire life cycle. He or she assesses
the competitive environment and ascertains whether there is a
sustainable competitive advantage. Unlike a CA/CPA, which emphasize
financial reporting, auditing, theoretical applications and after-the-fact
verification, the CMA looks to the future to provide real-world strategic
direction, business management and leadership. A CMA creates value,
instead of just measuring it.
Will I get credit for my professional development hours?
Yes, the CMA program would give you the following credit hours:
18 hours - CMA9001 Advanced Management Accounting, and
If I have a recognized accounting qualification such as
CPA, do I still have to become a GMA or AMA first?
No, you may wish to undertake the CMA Program as a student, and
upon completion, apply for CMA membership directly if you have over 5
years relevant professional experience in Management Accounting.
How do I qualify to become a CMA?
Those with an "Accounting" background (such as an accounting degree,
CA or CPA) need to do 2 specialist electives, which is the CMA
Program, to get the CMA certification as follows:
A. Advanced Management Accounting
B. Advanced Strategic Management Accounting
Do I have to sit exams to become a CMA?
Yes, it is one of the prerequisite to attain CMA membership.
However, If you are a qualified accountant, and have over 10-years
relevant experience you may be exempted from having to sit for exams
(under ICMA’s 10-year rule). You still have to attend and follow the CMA
program when it runs, even though you don’t have to sit the exams.
If I have an Australian TAFE Advanced Diploma, can I still
become a CMA?
Those holders of Australian TAFE Advanced Diplomas in Accounting
need to do four prerequisite (conversion) subjects, before they do the
CMA program. These are:
A. Financial Modelling (Accounting with Excel modelling)
B. Financial Management
C. Management Accounting
D. Financial Statement Analysis
Completion of these four subjects will give you Graduate Management
Accountant (GMA) status, and if you have three years relevant
experience, Associate Management Accountant (AMA) status.
24 hours - CMA9002 Advanced Strategic Management Accounting
Is ICMA (Australia) linked to other accounting bodies?
The Institute of Certified Management Accountants (Australia) was set
up with the assistance of the Institute of Management Accountants
(USA)-IMA in 1996. It is, however, an independent Australian body. Its
patrons are Bill Dix, formerly the Chairman of Qantas and Ford, and
Professor John Miller, formerly Director of Consumer Affairs and
President of CPA Australia.
The IMA journal 'Strategic Finance' is distributed to all ICMA members.
The ICMA's research journal, the 'Journal of Applied Accounting
Research' is co-edited by Prof Garry Marchant of the University of
Melbourne and Professor Janek Ratnatunga of Monash University.
For more information visit: www.cmawebline.org/faq.html
CMA
“confidence”
It is not linked to any other professional body like CIMA (UK), ACCA
(UK) etc.
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details

Recognised Provider Institutions (RPI)
From time to time, the Institute grants Recognised Provider Institutions (RPI) status to organisations in branch
locations in Australia and overseas. The following organisations have been authorised to provide training to
both prospective and current members of the Institute.
Australia
The Australian Institute of Finance and Management (www.aifm.com.au)
Wharton Institute of Technology and Science (www.witsgbs.com)
Hong Kong
Institute of Professional Development
India
First Canvas Training Ventures Pvt. Ltd. (www.cmaindia.net)
Indonesia
Indonesian Institute for Management Development (www.ipmimba.ac.id)
MENA
HBS for Certification and Training (www.cmamena.com)
Malaysia
Telekom Training College (www.ttc.telekom.com.my)
Philippines
Business Sense, Inc. (www.cmaphilippines.com)
PNG
Graduate School of Management (Pacific)
Singapore
Alpha Omega Education (www.aoe.edu.sg)
Sri Lanka
The Institute of Chartered Accountants in Sri Lanka (www.icasrilanka.com)
Imperial College of Business Studies (www.cmasrilanka.com)
Further, the Institute has accredited a number of universities to provide in-house training and examinations of
the CMA programe. These universities are as follows:
Monash University
Deakin University
The University of Queensland (Mt. Eliza Business School)
Central Queensland University (CQU)
Griffith University
Macquarie University
Sydney University
University of South Australia
ACU National (Australian Catholic University)
University of Balamand (Lebanon)
Royal Roads University (Canada)
Educatis University (Switzerland)
University of Utara Malaysia (Malaysia)
University of Hong Kong ( Hong Kong)
Jubilee University (PNG)
ICMA has Recognised Provider Institutions accross the globe. Please check www.cmawebline.org for more details