1
E1: Managing Finance in a Digital World
How finance helps create value | Digital processes and their controls | Turning data into reliable information | Organising finance work
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Chartered Global Management Accountant (CGMA) Free Practice Test
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A finance analyst must explain why gross margin changed by customer segment. Sales records contain duplicate customer IDs, and the segment file uses inconsistent identifiers. Which next step best supports a reliable explanation?
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Chartered Global Management Accountant (CGMA)
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Exam Syllabus
Core Chartered Global Management Accountant (CGMA) topics
2
P1: Management Accounting
Cost objects and cost behaviour | Absorption and marginal profit | Budgets and variance diagnosis | Contribution and break-even
3
F1: Financial Reporting
Reporting rules and professional judgement | Accruals and asset measurement | Reading the primary statements together | Tax bases and timing differences
4
Operational Case Study
Turning a sales forecast into cash action | A capacity-constrained customer order | A suspicious performance dashboard | Responding to a spending variance
5
E2: Managing Performance
How a business model captures value | Leading performance through people | Designing useful performance measures | Planning a project’s critical path
6
P2: Advanced Management Accounting
Activity costs and customer profitability | Target cost and product redesign | Capital investment with sensitivity | Divisional returns and transfer prices
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Video course preview
Chartered Global Management Accountant (CGMA) video course
Treasury Conquer brings guided video study, worked examples, and exam-style practice into one study flow.
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Show cash visibility, forecast reasoning and financial decision support. Project, analytics and supply-chain studies are transferable inputs, not treasury designations.
Sample from the kit · Fictional example
Treasury analyst
Finance operations analyst seeking treasury responsibilities, with experience reconciling inputs and explaining forecast differences. Preparing the next credential step while building practical cash-analysis evidence.
Experience extract
Reconciled a fictional 13-week cash forecast to bank and ledger inputs and documented four timing differences.
Use the structure with your own experience and figures. Do not copy fictional achievements as your own.
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What learners say about the Chartered Global Management Accountant (CGMA) practice tools
Feedback from learners using Treasury Conquer to make Chartered Global Management Accountant (CGMA) preparation more focused and manageable.
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Chris D.
Treasury Conquer learner
“While preparing for CGMA, I keep a small list of mistakes from Management Applied Practice and Decision-Making. Reviewing why each answer went wrong keeps my study sessions more focused than simply rereading notes.”
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Treasury Conquer learner
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“For CGMA, Methods, Procedures, and Documentation was the area I kept postponing. Breaking it into a few practice questions at a time makes the material much easier to revisit after work.”
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Treasury Conquer learner
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Victor S.
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“The hardest part of CGMA prep for me is keeping similar ideas in Chartered Concepts and Core Domain Knowledge separate. I now write one-line comparisons after each practice set, which makes the next review much clearer.”
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“Treasury Conquer made CGMA prep simple and easy to follow.”
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Treasury Conquer learner
“I am still working through CGMA, especially Global Assessment and Interpretation. Going back through missed questions slowly has shown me which details I rush past when I practice under time pressure.”
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“CGMA review felt much more manageable with these tools.”
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FAQ
Common questions about Chartered Global Management Accountant (CGMA)
How do the three levels differ in the decisions they address?
Operational work turns plans into near-term budgets, cost information, reports and commercial actions. Management work tests medium-term investments, organisational performance and reporting implications. Strategic work evaluates long-term choices, financing, enterprise risk and business value. The same business issue can appear at different levels: an inventory shortage might require an immediate production choice, a redesign of the supply process, or a strategic decision about supplier concentration.
How should I distinguish profit from cash when evaluating a decision?
Profit follows recognition and measurement rules; cash follows payment and collection dates. A credit sale can increase revenue and receivables before any cash arrives. Depreciation reduces accounting profit without a current-period cash payment. For an investment decision, estimate incremental cash flows at their expected dates and discount them; for financial reporting, apply the relevant recognition and measurement rules. Reconcile the two views before claiming that a profitable proposal is affordable.
What makes a case study recommendation sound?
A sound recommendation connects the business facts to a quantified consequence, identifies the assumption most likely to change the answer, and proposes an action within the simulated finance role. For example, a positive base-case net present value may support an investment, but a large loss under a plausible volume shortfall calls for a pilot, a contract commitment or a staged decision. The recommendation should also address reporting, people, controls and stakeholder effects when they materially affect the choice.
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