Management level · MCS
CIMA MCS past questions by sitting
Every sub-task from recent Management Case Study pre-seens, summarised in our own words and sorted by core activity. One sitting at a time, with the number of matching sub-tasks on each.
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Nov 2025 & Feb 2026 · Ressett: showing 45 of 48 sub-tasks.
Nov 2025 & Feb 2026 · Ressett
CIMA's post-exam materials for Nov 2025 & Feb 2026Refurbished computers · 45 sub-tasks shown
- V1 · Task 1(a)Core activity A: Adding value
Stakeholders affected by a problem with resold computers, by power and interest.
- V1 · Task 1(b)Core activity C: Performance and costs
How far a new team leader should be held responsible for the problem.
- V1 · Task 2(a)Core activity B: Implementing decisions
Time, cost and quality matters for organising the board's new project.
- V1 · Task 2(b)Core activity D: Measuring performance
Accounting for legal claims over computers sold with data and unlicensed software.
- V1 · Task 3(a)Core activity C: Performance and costs
Applying TQM ideas to computer refurbishment.
- V1 · Task 3(b)Core activity E: Stakeholders
Difficulties measuring the opportunity cost of technician time for secondment transfer prices.
- V1 · Task 4(a)Core activity D: Measuring performance
How a buying proposal would change contractual inadequacy risk on resold computers.
- V1 · Task 4(b)Core activity E: Stakeholders
Integrated report disclosures on intellectual, social and natural capital.
- V2 · Task 1(a)Core activity A: Adding value
Changes a proposed consultancy venture would need in the business model.
- V2 · Task 1(b)Core activity B: Implementing decisions
Features of share equity that affect its suitability for an unquoted company's new venture.
- V2 · Task 2(a)Core activity B: Implementing decisions
Challenges in building an effective consultancy team.
- V2 · Task 2(b)Core activity C: Performance and costs
Whether the consultancy should be a cost, profit or investment centre.
- V2 · Task 3(a)Core activity E: Stakeholders
A transfer pricing strategy between two departments that suits the company as a whole.
- V2 · Task 3(b)Core activity D: Measuring performance
Recognising revenue from consultancy contracts.
- V2 · Task 4(a)Core activity D: Measuring performance
Product reputation, commodity price and contractual risks of the consultancy service.
- V2 · Task 4(b)Core activity E: Stakeholders
What to report under natural capital for the proposed consultancy service.
- V3 · Task 1(a)Core activity A: Adding value
Difficulties forecasting cash flows for the NPV of a marketing proposal.
- V3 · Task 1(b)Core activity E: Stakeholders
Approach to negotiating terms for selling electronic waste to a disposal firm.
- V3 · Task 2(a)Core activity B: Implementing decisions
For and against limiting a project team to senior sales managers.
- V3 · Task 2(b)Core activity A: Adding value
For and against inviting buyers to bid for refurbished laptops instead of setting fixed prices.
- V3 · Task 3(a)Core activity C: Performance and costs
Cost centre or profit centre for a new recycling unit.
- V3 · Task 3(b)Core activity D: Measuring performance
What must be agreed for a new company to count as a joint venture, and the accounting effects.
- V3 · Task 4(a)Core activity C: Performance and costs
Product reputation and contractual risks arising from feedback on a recycling scheme.
- V3 · Task 4(b)Core activity E: Stakeholders
Integrated report disclosures on human, social and natural capital for the recycling scheme.
- V4 · Task 1(a)Core activity A: Adding value
Adjusting the business model in response to shortages of consumables.
- V4 · Task 1(b)Core activity D: Measuring performance
Effect of consumable shortages on product, commodity price and reputation risks.
- V4 · Task 2(a)Core activity B: Implementing decisions
Real options to manage risk in a new manufacturing investment.
- V4 · Task 2(b)Core activity E: Stakeholders
Resolving a conflict between marketing and the sustainability champion.
- V4 · Task 3(a)Core activity B: Implementing decisions
Characteristics of debt that affect its suitability for funding a proposal.
- V4 · Task 3(b)Core activity E: Stakeholders
Effect of a proposal on manufactured, intellectual and social capital reporting.
- V4 · Task 4(a)Core activity C: Performance and costs
A life-cycle costing view of selling printers and their cartridges.
- V4 · Task 4(b)Core activity D: Measuring performance
How the board should explain the effect of certain facts on ROCE and gross margin.
- V5 · Task 1(a)Core activity C: Performance and costs
Three KPIs for the board to track call centre performance.
- V5 · Task 1(b)Core activity B: Implementing decisions
Allocating calls to advisers by availability or by expertise.
- V5 · Task 2(a)Core activity A: Adding value
Whether a chatbot should be seen as a disruptive technology.
- V5 · Task 2(b)Core activity C: Performance and costs
Keeping call centre advisers engaged while they train a chatbot.
- V5 · Task 3(a)Core activity D: Measuring performance
Accounting for the costs of introducing a chatbot.
- V5 · Task 3(b)Core activity B: Implementing decisions
Debt characteristics that affect its use to fund the chatbot costs.
- V5 · Task 4(a)Core activity A: Adding value
How to charge for extra technical support, and the pricing basis.
- V5 · Task 4(b)Core activity E: Stakeholders
Transfer pricing for technical support that is best for the company overall.
- V6 · Task 1(a)Core activity A: Adding value
Two ways selling older computers with open-source software would affect the business model.
- V6 · Task 1(b)Core activity B: Implementing decisions
Challenges in setting up a project team to advise on the open-source idea.
- V6 · Task 2(a)Core activity A: Adding value
Difficulties forecasting cash flows from a new product line alongside the existing range.
- V6 · Task 2(b)Core activity E: Stakeholders
Difficulties accounting for goodwill if a planned acquisition goes ahead.
- V6 · Task 3(a)Core activity D: Measuring performance
Accounting treatment for customer complaints.