CPA Core 2 — Management Accounting, Planning, and Control Cheat Sheet

Case response framework

For most CPA Core 2 case issues, use a compact structure:

1. Issue: What decision or control problem is management facing?
2. Objective: Profit, cash flow, growth, quality, capacity, risk reduction, stakeholder impact, or strategic alignment?
3. Quantitative analysis: Relevant calculation, not every available number.
4. Qualitative analysis: Capacity, quality, customer impact, supplier risk, employee effects, ethics, controls, implementation.
5. Recommendation: Clear answer with conditions and next steps.

    flowchart TD
	    A[Read the required and role] --> B[Identify decision type]
	    B --> C{Main issue?}
	    C -->|Profit/volume| D[CVP or contribution analysis]
	    C -->|Choice between alternatives| E[Relevant costing]
	    C -->|Planning/control| F[Budget or variance analysis]
	    C -->|Performance| G[KPI, responsibility centre, ROI/RI]
	    C -->|Risk/process| H[Risk and internal controls]
	    D --> I[Add qualitative factors]
	    E --> I
	    F --> I
	    G --> I
	    H --> I
	    I --> J[Recommendation tied to objectives]

Fast case-writing reminders

• Do not start with a formula dump. Start with the business issue.
• Label calculations clearly so the reviewer can follow your logic.
• If time is short, prioritize a useful calculation plus a recommendation over a perfect but unfinished spreadsheet-style analysis.
• Address constraints: capacity, cash, timing, supplier reliability, quality, regulatory or stakeholder expectations, and implementation risk.
• Explain why a recommendation is appropriate, not just which number is larger.

High-Low Cost Estimation

Use high-low only when a quick estimate is acceptable. Mention limitations: uses two observations, may be distorted by outliers, ignores seasonality and structural changes.

Predetermined Overhead and Applied Overhead

ABC Quick Setup

Which costing system fits?

Predetermined overhead rate

Use the allocation base that best reflects cost behaviour. Direct labour hours may be poor in automated environments; machine hours, setups, purchase orders, inspections, or production runs may better explain overhead.

ABC decision rules

Activity-based costing is useful when:

• Products are diverse in volume, complexity, or support needs.
• Overhead is significant.
• A single allocation base distorts product or customer profitability.
• High-volume simple products appear less profitable than expected or low-volume complex products appear too profitable.

Common ABC trap: treating ABC as automatically “more accurate.” It is better only if activities and cost drivers reflect real resource consumption and the data are reliable.

Absorption vs variable costing

Trap: If production exceeds sales, absorption costing can make income look better because fixed manufacturing overhead is stored in ending inventory.

Master Budget Flow

Budget Review Checklist

• Are assumptions consistent with case facts and external conditions?
• Are fixed, variable, and step costs treated appropriately?
• Is capacity sufficient for the forecast volume?
• Are one-time costs separated from recurring costs?
• Are working capital and cash timing considered?
• Are budgets aligned with strategy and operational constraints?
• Is there risk of budgetary slack or unrealistic stretch targets?
• Are non-financial drivers included, not just dollars?

Budgeting, forecasting, and planning control

Budgets are not just arithmetic. They set expectations, coordinate departments, allocate resources, and create accountability.

Common budget types

Operating budget sequence

A typical planning sequence:

1. Sales forecast.
2. Production or service capacity plan.
3. Direct materials purchases.
4. Direct labour plan.
5. Manufacturing or service overhead.
6. Selling, general, and administrative costs.
7. Capital expenditures.
8. Cash budget.
9. Budgeted income statement and financial position.

Budgeting traps

• Preparing a production budget before understanding sales demand and inventory policy.
• Confusing accrual profit with cash flow.
• Ignoring collections timing and payment timing.
• Missing capacity limits.
• Using a static budget to evaluate performance when actual activity differs significantly.
• Failing to explain whether a variance is controllable by the manager being evaluated.

Standard Cost Variances

Flexible Budget Logic

Use a flexible budget when actual activity differs from planned activity. Static-budget variances combine volume effects and cost-control effects, making them less useful for management action.

Standard costing and variance analysis

Variance analysis is a control tool. A calculation alone is not enough; explain possible causes and whether management should investigate.

Core variance formulas

Favourable vs unfavourable logic

• A revenue variance is favourable when actual revenue is higher than expected.
• A cost variance is favourable when actual cost is lower than expected.
• Favourable does not always mean good. A favourable material price variance may result from lower-quality inputs that cause an unfavourable quantity variance.
• Unfavourable does not always mean poor performance. Higher labour rates may reflect using skilled workers to reduce rework or meet a deadline.

Investigation approach

When interpreting a variance, answer:

1. Size: Is the variance material enough to investigate?
2. Cause: Price/rate, efficiency/usage, volume, mix, timing, or data error?
3. Controllability: Which manager can influence it?
4. Trade-off: Did one variance cause another?
5. Action: Renegotiate, retrain, adjust standards, improve process, change supplier, or revise forecast?

Variance traps

• Using actual output instead of standard quantity allowed for actual output in efficiency/quantity variances.
• Comparing actual results only to a static budget when actual volume changed.
• Calling a variance controllable without considering responsibility centre design.
• Forgetting that standards may be outdated.
• Over-investigating small variances while ignoring operational risk.

Pricing methods

Transfer pricing

Transfer pricing affects divisional performance, motivation, and organizational optimization.

Good transfer pricing analysis considers:

• Whether the company as a whole benefits.
• Whether division managers are evaluated fairly.
• Whether the transfer price encourages dysfunctional behaviour.
• Whether quality, timing, and capacity differ from external alternatives.

Trap: Choosing a transfer price that maximizes one division’s reported profit while hurting the overall organization.

Capital Budgeting Case Checklist

• Use cash flows, not accounting income, unless specifically asked.
• Exclude sunk costs.
• Include opportunity costs.
• Include incremental working capital and recovery timing.
• Include disposal proceeds and decommissioning costs if relevant.
• Match nominal cash flows with nominal discount rates, and real cash flows with real discount rates.
• Test sensitivity for sales volume, price, cost escalation, discount rate, and useful life.
• Discuss strategic fit, operational risk, financing capacity, and implementation constraints.

Capital budgeting and investment decisions

Core 2 investment decisions usually require disciplined treatment of incremental cash flows.

NPV formula

A positive NPV generally supports accepting an investment, subject to strategy, risk, capacity, financing, and qualitative constraints.

Capital decision checklist

Include relevant cash flows such as:

• Initial purchase or setup cost.
• Installation, training, and implementation costs.
• Incremental revenues.
• Incremental cost savings.
• Incremental operating costs.
• Working capital investment and recovery.
• Salvage value or disposal proceeds.
• Opportunity costs.
• Tax effects only when the case provides sufficient information to calculate them.

Exclude:

• Sunk research or feasibility costs already incurred.
• Depreciation as a cash flow, unless needed to calculate tax effects provided in the case.
• Allocated overhead that will not change.
• Financing costs if the discount rate already reflects required return, unless the case specifically asks otherwise.

NPV, IRR, and payback

Trap: For mutually exclusive alternatives, prefer the option that best supports value and strategy; do not rely only on the highest IRR.

Risk and Control Reference

Control Weakness Writing Template

Strategy, governance, risk, and internal control

Core 2 management accounting decisions often sit inside a broader business context. A profitable option may still be poor if it conflicts with strategy, increases unacceptable risk, or cannot be controlled.

Strategy tools

Risk response options

Internal control response template

Use this four-part structure:

1. Weakness: What is wrong?
2. Risk/implication: What could happen?
3. Recommendation: What control should be implemented?
4. Practical detail: Who performs it, when, and what evidence is retained?

Common controls

Governance and ethics reminders

• Management accounting reports influence decisions; biased assumptions can mislead users.
• Incentive plans can encourage manipulation, short-termism, or cost cutting that damages quality.
• A recommendation should consider fairness, transparency, confidentiality, conflicts, and stakeholder trust.
• If a case includes weak oversight, recommend reporting lines, independent review, documentation, and monitoring.

Core CVP formulas

CVP decision rules

CVP traps

• Using revenue instead of contribution margin.
• Forgetting that fixed costs are fixed only within a relevant range.
• Ignoring capacity limits.
• Assuming the sales mix remains constant when product mix is changing.
• Treating CVP output as a recommendation without discussing market demand, quality, risk, or strategy.

Relevant costing checklist

Include:

• Incremental revenue.

• Incremental variable costs.

• Avoidable fixed costs.

• Opportunity costs.

• Incremental setup, shipping, training, quality, or supervision costs.

• Disposal proceeds or salvage value when relevant.

• Working capital or cash timing effects if important.

• Sunk costs.

• Book value of old assets, unless the case asks for accounting impact separately.

• Unavoidable common fixed costs.

• Allocated overhead that will not change.

• Historical spending that cannot be changed.

Scarce resource rule

When one resource is the bottleneck, maximize contribution per unit of that scarce resource, not contribution per unit sold.

Example decision logic:

1. Identify the scarce resource: machine hours, labour hours, material, shelf space, cash, or production capacity.
2. Calculate contribution margin per product.
3. Divide by scarce resource used per unit.
4. Prioritize the highest contribution per scarce resource unit.
5. Consider strategic or contractual constraints before finalizing.

ROI and residual income

Balanced scorecard review

KPI quality checklist

Strong KPIs are:

• Linked to strategic objectives.
• Controllable by the responsible manager.
• Measurable with reliable data.
• Balanced between financial and non-financial outcomes.
• Not easily manipulated.
• Timely enough to support action.
• Limited in number so management can focus.

Make or buy

• Compare avoidable internal costs with purchase price.
• Exclude unavoidable allocated costs.
• Include opportunity cost of freed capacity or lost contribution.
• Discuss supplier reliability, quality, control, employee impact, and strategic importance.
• Recommend and identify implementation controls.

Drop a product or segment

• Calculate lost contribution margin.
• Compare with avoidable fixed cost savings.
• Exclude common fixed costs that remain.
• Consider customer traffic, complementary products, brand, and employee impact.
• Recommend keep, drop, or restructure.

Variance analysis

• Identify whether static or flexible budget comparison is needed.
• Calculate key variances.
• Explain likely causes.
• Discuss controllability and whether investigation is warranted.
• Recommend corrective action.

KPI/performance issue

• Identify the strategy or objective.
• Assess current measures for alignment and controllability.
• Explain dysfunctional behaviour risk.
• Recommend balanced financial and non-financial KPIs.
• Include data source, frequency, and responsible owner.

Internal control weakness

• State the weakness.
• State the risk and business implication.
• Recommend a specific control.
• Explain who performs it and how often.
• Mention review evidence or monitoring.