10.

Systems and Project Management

Syllabus overview
This syllabus introduces students to the concepts, tools and issues of the
management of information technology and systems, the process and tools of project
management, and the control of organisational systems. It is assumed that students
will have basic knowledge and understanding of the following areas, either from their
earlier studies or from their work experience, prior to commencing study for this
exam.

The features and functions of common IT hardware, software, peripherals and

networks, and their application to management accounting and other parts of
the organisation.
The characteristics and components of a simple information system (data
input, processing, storage, information output).
The most common controls in computerised systems (security measures,
verification, validation, access controls, backup).

Although Chartered Management Accountants are finance specialists they are often
given early responsibility for the design, development, implementation and control of
information systems. This work normally consists of a series of projects, of which the
Chartered Management Accountant may be manager.
Another major aspect of the work of the Chartered Management Accountant is
control. Either through their day-to-day activities, or as part of an internal audit
function, Chartered Management Accountants are tasked with ensuring that the
various systems within an organisation achieve their objectives.
One of the objectives of this syllabus is to introduce and develop some of the skills
required for success in the case study at the Final level.

Aims
This syllabus aims to test the students ability to:
contribute to the management of projects;
evaluate an organisations information systems and recommend appropriate
solutions;
recommend improvements to the control of organisational activities and
resources;
advise management on the audit of systems and activities;
evaluate and recommend improvements in the management of quality.

Assessment

There will be a written paper of three hours which will include a substantial scenario.
The paper will consist of two sections. Section A consists of three compulsory
questions and accounts for 80% of the marks. Section B consists of a choice of one
question from two and accounts for 20% of the marks.

Learning outcomes and syllabus content

10(i) Project management 30%
Learning outcomes
On completion of their studies students should be able to:
explain the skills required of a project manager;
evaluate the project management process;
produce a management plan for a simple project;
apply project management tools;
analyse the issues relating to the selection and management of an effective
project team;
evaluate the relationships between the project manager, the project team and
organisational project sponsors;
identify problems with the interpersonal relationships of project staff and
recommend solutions to those problems;
explain why meetings are commonly used in organisations;
evaluate the planning and conduct of a meeting and the roles of the various
participants in a typical meeting;
identify the main problems associated with meetings and recommend how
these problems might be avoided or solved;
recommend changes to the management and conduct of a meeting in order
to avoid or solve problems identified;
produce a presentation on a management accounting topic;
explain the process of post-completion audit and its importance in the project
management process.
Syllabus content

The skills of a project manager.

The scope of project management.
Project objectives, performance measurement and control.
Building and managing a project team.
The stages of a project (for example, initiation, formation, objective-setting,
planning, feasibility, fact-finding, position analysis, options generation, options
evaluation, design and development, implementation, review, completion).
The major tools and techniques used at each of the project stages (by which
we mean project initiation document, SWOT analysis, critical path analysis,
Gantt chart, resource histogram, budget, progress report, completion report).
The purpose, conduct and limitations of meetings in a business context.
The roles which may be adopted by participants in a business meeting (for
example chair, secretary, facilitator, adviser, protagonist, antagonist) and how
the chair should manage those participants to retain control of the meeting. >
The stakeholders of a project (for example, organisation, customers, steering
committee, project manager, project team, vendors, specialists, users) and
the relationships between them.
Managing project stakeholder conflict.

10(ii) Information technology and systems 35%

Learning outcomes
On completion of their studies students should be able to:
explain the features and operation of commonly used information technology
hardware and software;
evaluate the use and relative merits of different hardware and applications
architectures;
identify opportunities for the use of information technology in organisations,
particularly in the implementation and running of the information system;
apply general systems theory to the design of information systems in
organisations;
recommend how the value of information can be increased by careful design
of an organisations data and information architecture;
explain the importance of effective communication and the consequences of
failure in the communication process;
analyse communication problems in a range of organisational situations;
recommend changes or actions to avoid or correct communication problems;
evaluate the operation of the various parts of the information system of an
organisation and the relationships between them;
explain the issues involved in planning and managing an information systems
project, and produce a management plan for such a project;
apply the main tools and techniques used in the gathering, recording and
analysis of information relating to an existing information system;
explain the processes of system design, and development and analyse the
issues arising at those stages;
identify and evaluate the main issues relating to the development of an
information systems solution, and the risks involved in implementation;
explain the nature and purpose of systems maintenance and performance
evaluation.
Syllabus content

The various types of information technology hardware and software in

common use in organisations.
The different hardware and applications architectures (by which we mean
centralised, distributed, client-server) available to organisations, and the
information technology required to operate them (for example, PCs, servers,
networks, peripherals).
The concepts of general systems theory and their application to information
systems (by which we mean system definition, system components, system
behaviour, system classification, entropy, requisite variety, coupling and
decoupling).
The qualities of information.
Designing data and information architectures to assist and improve planning,
decision-making and control.
The use of information for decision-making at the various levels of the
organisation, and the components of the information system that can support
those decisions (by which we mean transaction processing systems,
management information systems, decision support systems, executive
information systems, expert systems).
The purpose and process of communication.

Communication problems and solutions.

The main communication tools (by which we mean conversation, meeting,
presentation, memorandum, letter, report, telephone, facsimile, electronic
mail, video conference), their features and limitations.
Systems evaluation.
The concept of the systems development life cycle when applied to an
information systems project.
The stages in the systems development life cycle.
Assessing the feasibility of systems projects (by which we mean costbenefit
analysis, technical feasibility, time feasibility).
Information-gathering techniques (by which we mean interviews,
questionnaires, observation, simulation, document review).
Recording and documenting tools used during the analysis and design of
systems (by which we mean entity-relationship model, logical data structure,
entity life history, dataflow diagram, and decision table).
Databases and database management systems. (Note: knowledge of
database structures will not be required.)
The nature and purpose of data normalisation and structured English. (Note:
students will not be expected to apply these techniques.)
Performance and technical specification. (Note: knowledge of computer
programming is not required.)
Prototyping, including the use of fourth-generation languages to improve
productivity.
The features, benefits and drawbacks of structured methods (for example,
SSADM) for the development of information systems. (Note: detailed
knowledge of any specific method will not be required.)
The problems associated with the management of in-house and vendor
solutions and how they can be avoided or solved.
System testing (by which we mean off-line, on-line and user-acceptance).
System documentation (by which we mean user and technical manuals).
Training and user support.
File-conversion procedures.
System changeover methods (by which we mean direct, parallel, pilot,
phased).
Maintenance of systems (by which we mean corrective, adaptive, preventive).

10(iii) Control of activities and resources 10%

Learning outcomes
On completion of their studies students should be able to:
evaluate and recommend appropriate control systems for the management of
organisations;
evaluate the control of activities and resources within the organisation;
recommend ways in which the problems associated with control systems
could be avoided or solved;
evaluate and recommend improvements to the control of information systems,
including those using information technology.
Syllabus content

The ways in which systems are used to achieve control within the framework
of the organisation (for example, contracts of employment, policies and
procedures, discipline and reward, reporting structures, performance
appraisal and feedback).
The views of classical and contemporary management writers relating to
control.
The application of control systems and related theory to the design of
management accounting systems and information systems in general (by
which we mean control system components, primary and secondary
feedback, positive and negative feedback, open- and closed-loop control).
The controls which can be designed into an information system, particularly
one using information technology (for example, security, integrity and
contingency controls).

10(iv) Audit of activities and systems 15%

Learning outcomes
On completion of their studies students should be able to:
explain the process of internal audit;
produce a plan for the audit of various organisational activities, including
management, accounting and information systems;
analyse problems associated with the audit of activities and systems, and
recommend action to avoid or solve those problems;
recommend action to improve the efficiency, effectiveness and control of
activities;
evaluate specific problems associated with the audit of systems which use
information technology.
Syllabus content

The process of review and audit of internal controls.

The major tools available to assist with such a review (for example audit
planning, documenting systems, internal control questionnaires, sampling and
testing).
The identification and prevention of fraud.
The role of the internal auditor and the relationship between the internal
auditor and external audit.
The techniques available to assist audit in a computerised environment.
The use of information technology to assist the audit process (by which we
mean CAATs).
The operation of internal audit, the assessment of audit risk and the process
of analytical review.
The different types of benchmarking, their use and limitations.
The analysis of business risks and approaches to risk management.
Value-for-money audit and management audit.

10(v) Management of quality 10%

Learning outcomes
On completion of their studies students should be able to:
analyse problems with the management of quality in an organisation;

evaluate the features, benefits and drawbacks of contemporary approaches

to the management of quality;
produce and communicate a plan for the implementation of a qualityimprovement programme.

Syllabus content

The concept of quality and how the quality of products, services and activities
can be assessed, measured and improved.
Quality circles.
The use of benchmarking in quality measurement and improvement.
The various approaches to the management of quality (by which we mean
quality inspection, quality control, quality assurance, total quality).
External quality standards (for example, the various ISO standards
appropriate to products and organisations).
Contemporary developments in the management of quality.