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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All sittings: showing 14 of 14 sub-tasks that match your filters (144 in all MCS sittings). Clear filters

May & Aug 2026 · Cartn

CIMA's post-exam materials for May & Aug 2026

Packaging · 3 sub-tasks shown

MCS past questions, May & Aug 2026 (Cartn): task, core activity, topic and our summary
Task	Core activity	Topic	What was asked (our summary)
V1 · Task 4(a)	Core activity D: Measuring performance	Responsibility centres and performance measures	Balanced scorecard goals for the product development department.
V2 · Task 2(b)	Core activity B: Implementing decisions	Responsibility centres and performance measures	Difficulties setting effective performance measures for the quality department.
V2 · Task 4(b)	Core activity C: Performance and costs	Responsibility centres and performance measures	Indicators that push R&D to build sustainability into new products and processes.

V1 · Task 4(a)Core activity D: Measuring performance
Balanced scorecard goals for the product development department.
Responsibility centres and performance measures
V2 · Task 2(b)Core activity B: Implementing decisions
Difficulties setting effective performance measures for the quality department.
Responsibility centres and performance measures
V2 · Task 4(b)Core activity C: Performance and costs
Indicators that push R&D to build sustainability into new products and processes.
Responsibility centres and performance measures

Nov 2025 & Feb 2026 · Ressett

CIMA's post-exam materials for Nov 2025 & Feb 2026

Refurbished computers · 4 sub-tasks shown

MCS past questions, Nov 2025 & Feb 2026 (Ressett): task, core activity, topic and our summary
Task	Core activity	Topic	What was asked (our summary)
V2 · Task 2(b)	Core activity C: Performance and costs	Responsibility centres and performance measures	Whether the consultancy should be a cost, profit or investment centre.
V3 · Task 3(a)	Core activity C: Performance and costs	Responsibility centres and performance measures	Cost centre or profit centre for a new recycling unit.
V5 · Task 1(a)	Core activity C: Performance and costs	Responsibility centres and performance measures	Three KPIs for the board to track call centre performance.
V6 · Task 4(a)	Core activity D: Measuring performance	Responsibility centres and performance measures	For and against publishing comparisons between versions of the company's software.

V2 · Task 2(b)Core activity C: Performance and costs
Whether the consultancy should be a cost, profit or investment centre.
Responsibility centres and performance measures
V3 · Task 3(a)Core activity C: Performance and costs
Cost centre or profit centre for a new recycling unit.
Responsibility centres and performance measures
V5 · Task 1(a)Core activity C: Performance and costs
Three KPIs for the board to track call centre performance.
Responsibility centres and performance measures
V6 · Task 4(a)Core activity D: Measuring performance
For and against publishing comparisons between versions of the company's software.
Responsibility centres and performance measures

May & Aug 2025 · Trimayr

CIMA's post-exam materials for May & Aug 2025

Hair salons · 7 sub-tasks shown

MCS past questions, May & Aug 2025 (Trimayr): task, core activity, topic and our summary
Task	Core activity	Topic	What was asked (our summary)
V2 · Task 1(b)	Core activity C: Performance and costs	Responsibility centres and performance measures	What it means that owned salons often improve once they are franchised.
V2 · Task 2(a)	Core activity D: Measuring performance	Responsibility centres and performance measures	Approach to benchmarking the performance of divested salons.
V3 · Task 3(b)	Core activity C: Performance and costs	Responsibility centres and performance measures	For and against running the academy as an investment centre.
V3 · Task 4(a)	Core activity D: Measuring performance	Responsibility centres and performance measures	Two KPIs for the board to judge the academy's performance.
V4 · Task 1(a)	Core activity C: Performance and costs	Responsibility centres and performance measures	How an acquired overseas subsidiary should be set up as a responsibility centre.
V5 · Task 3(b)	Core activity C: Performance and costs	Responsibility centres and performance measures	For and against running the new owned salons as an investment centre.
V6 · Task 2(b)	Core activity C: Performance and costs	Responsibility centres and performance measures	Monthly performance measures the board could ask of the acquired business.

V2 · Task 1(b)Core activity C: Performance and costs
What it means that owned salons often improve once they are franchised.
Responsibility centres and performance measures
V2 · Task 2(a)Core activity D: Measuring performance
Approach to benchmarking the performance of divested salons.
Responsibility centres and performance measures
V3 · Task 3(b)Core activity C: Performance and costs
For and against running the academy as an investment centre.
Responsibility centres and performance measures
V3 · Task 4(a)Core activity D: Measuring performance
Two KPIs for the board to judge the academy's performance.
Responsibility centres and performance measures
V4 · Task 1(a)Core activity C: Performance and costs
How an acquired overseas subsidiary should be set up as a responsibility centre.
Responsibility centres and performance measures
V5 · Task 3(b)Core activity C: Performance and costs
For and against running the new owned salons as an investment centre.
Responsibility centres and performance measures
V6 · Task 2(b)Core activity C: Performance and costs
Monthly performance measures the board could ask of the acquired business.
Responsibility centres and performance measures

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