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正确答案：
(a) The transition to International Financial Reporting Standards (IFRS) involves major change for companies as IFRS introduces
significant changes in accounting practices that often were not required by national GAAPs. For example financial instruments
and share-based payment plans in many instances have appeared on the statements of financial position of companies for
the first time. As a result IFRS financial statements are often significantly more complex than financial statements based on
national GAAP. This complexity is caused by the more extensive recognition and measurement rules in IFRS and a greater
number of disclosure requirements. Because of this complexity, it can be difficult for users of financial statements which have
been produced using IFRS to understand and interpret them, and thus can lead to inconsistency of interpretation of those
financial statements.
The form. and presentation of financial statements is dealt with by IAS1 ‘Presentation of Financial Statements’. This standard
sets out alternative forms or presentations of financial statements. Additionally local legislation often requires supplementary
information to be disclosed in financial statements, and best practice as to the form. or presentation of financial statements
has yet to emerge internationally. As a result companies moving to IFRS have tended to adopt IFRS in a way which minimises
the change in the form. of financial reporting that was applied under national GAAP. For example UK companies have tended
to present a statement of recognised income and expense, and a separate statement of changes in equity whilst French
companies tend to present a single statement of changes in equity.
It is possible to interpret standards in different ways and in some standards there is insufficient guidance. For example there
are different acceptable methods of classifying financial assets under IAS39 ‘Financial Instruments: Recognition and
Measurement’ in the statement of financial position as at fair value through profit or loss (subject to certain conditions) or
available for sale.
IFRSs are not based on a consistent set of principles, and there are conceptual inconsistencies within and between standards.
Certain standards allow alternative accounting treatments, and this is a further source of inconsistency amongst financial
statements. IAS31 ‘Interests in Joint Ventures’ allows interests in jointly controlled entities to be accounted for using the equity
method or proportionate consolidation. Companies may tend to use the method which was used under national GAAP.
Another example of choice in accounting methods under IFRS is IAS16 ‘Property, Plant and equipment’ where the cost or
revaluation model can be used for a class of property, plant and equipment. Also there is very little industry related accounting
guidance in IFRS. As a result judgement plays an important role in the selection of accounting policies. In certain specific
areas this can lead to a degree of inconsistency and lack of comparability.
IFRS1, ‘First time Adoption of International Financial Reporting Standards’, allows companies to use a number of exemptions
from the requirements of IFRS. These exemptions can affect financial statements for several years. For example, companies
can elect to recognise all cumulative actuarial gains and losses relating to post-employment benefits at the date of transition
to IFRS but use the ‘corridor’ approach thereafter. Thus the effect of being able to use a ‘one off write off’ of any actuarial
losses could benefit future financial statements significantly, and affect comparability. Additionally after utilising the above
exemption, companies can elect to recognise subsequent gains and losses outside profit or loss in ‘other comprehensive
income’ in the period in which they occur and not use the ‘corridor’ approach thus affecting comparability further.
Additionally IAS18 ‘Revenue’ allows variations in the way revenue is recognised. There is no specific guidance in IFRS on
revenue arrangements with multiple deliverables. Transactions have to be analysed in accordance with their economic
substance but there is often no more guidance than this in IFRS. The identification of the functional currency under IAS21,
‘The effects of changes in foreign exchange rates’, can be subjective. For example the functional currency can be determined
by the currency in which the commodities that a company produces are commonly traded, or the currency which influences
its operating costs, and both can be different.
Another source of inconsistency is the adoption of new standards and interpretations earlier than the due date of application
of the standard. With the IASB currently preparing to issue standards with an adoption date of 1 January 2009, early adoption
or lack of it could affect comparability although IAS8 ‘Accounting Policies, Changes in Accounting Estimates and Errors’
requires a company to disclose the possible impact of a new standard on its initial application. Many companies make very
little reference to the future impact of new standards.

正确答案：

(a) Simply defined, a project is ‘activity that has a start, a middle and an end and consumes resources’ – it is therefore a discrete
activity aimed at achieving a specific objective or range of objectives. Graham is intent on using the ‘environmentally aware’
project to achieve a specific objective – the attainment of the international environmental standard. He is, however, aware
that there are a number of internal stakeholders inside the company who question the significance of such a project.
Externally, he can point to significant stakeholders, including customers and government who are looking for CFS to become
more environmentally aware. The project is likely to have strategic and not simply operational or administrative significance
and the person appointed into the role of project manager, ideally, should have both the traditional skills associated with
project management plus those of strategic management. Grundy and Brown list the traditional project management
techniques as:

Clearly, the project manager must have the technical project management skills, being able to manage the project through its
life cycle, which involves defining the project in terms of project objectives and scope as defined by time, cost and quality.
Planning the project in terms of breaking the overall project down into separate activities, estimating the resources required
and linking activities to resources in terms of time and priorities. Implementing the plan, including reviewing the progress in
meeting time and cost objectives and taking corrective action where and when necessary. Finally, reviewing the outcomes of
the project in terms of what was delivered to the customer and the extent to which client expectations were met.
The strategic nature of the project means that the project manager must have significant leadership skills, not only of the
project team, who are likely to come from different functions and parts of the company, but also influential stakeholders inside
and outside the company. This implies they should have good ‘political’ and communication skills as the project is of strategic
significance to the company. The ability to show how this particular project fits with the overall strategy of the firm is
important. The project is an important part in the achievement of the company strategy and in CFS’s case may help it
differentiate itself from its competitors. However, the project manager must recognise that there will be resistance from existing
managers reluctant to see resources committed to projects outside of the traditional value chain of the company. Certainly,
the project manager for the ‘environmentally aware’ project will themselves need to be aware of the external environmental
pressures prompting the firm to set itself specific environmental objectives and be able to link into supportive networks and
alliances. Finally, Grundy and Brown argue that the project manager will be the key to reviewing and learning from the project,
assessing whether defined objectives were achieved, the effectiveness or otherwise of the implementation process and how
key stakeholders were managed. The danger is that projects are seen as ‘one-off’ rather than contributing to the knowledge
and learning of the organisation. There may be a significant ‘learning curve’ that the firm has to go down and look tocontinuously improve its project management process.

正确答案：D
630,000 – 4,320 – 440