SO, CAN WE CHECK WHO ACTUALLY IS JACKSON MILLER  ?

Ha ha..., friend, nice to meet you here. God bless you too and all the people in this forum, including carlosandy 

BTW, our friend is also single...he needs to find a gal too. 

u make me laugh....................                

at the moment i am really jia ba bo xi zo eh lang(nothing to do...too free) so i want to reply ur comment in order to "waste" my time...

Jackson_miller said he is not a lecturer...he is working in kpmg...1 of the big 4. how big is big though??? nvm...
although he might be a lecturer by profession, he doesn't promote his class. he didnt say "attend this/that class". so we cant say he is trying to fish student. in fact by using the word "majority", i feel carlosandy is a promoter for sheila/philip woo for P!. this is my personal opinion...dun sue me 4 dat. Dr Parmindar is new in teaching P1 but P1 is a new sub. every lecturer is still new to P1. i rmbr sheila mentioned she teach P1 mainly because she used to teach ethics in CIMA long time ago. she didn't mention audit.

though the real identity of J_M is very suspicious, he is entitled to his personal opinion. how can u blatantly conclude 1 lecturer is better than the other although "majority" said so. PLEASE DON'T OPPRESS the minority. i believe each n every lecturer is commited to their job n we as student should not question their ability.

N/B: unlike wuliao auditor, i dun really know who J_M is. i am not siding anybody. i juz hope this forum is for discussion purpose n not for small arguments.

The P1 question for june 2008 is already out. To say that P1 does not need to show how to run or manage an organization is too general and is such a sweeping statement.

For example, Q. 1(e) asks students to describe the difficulties of maintaining internal controls while working with sub-contractors. This implies the difficulties of managing and running organizations while work is being sub-contracted. It has to be remembered that the ultimate aims of internal controls according to my P1 lecturer is to ensure that the strategic objectives of the organization is met. By that, it means that the mission, vision, goals, objectives and strategies can be met. Hence it does touches on running and managing an organization.

Sub-contracting will also affect how organizations are managed and run. Sub-contracting is also emphasized in management papers like P3.

It is also wrong to say that P1 answers are not flexible. The same can be said for some areas in P3. Once again, you have made sweeping statements. In all subjects, there will be some questions that have a fixed answer and others that may have a more broader scope of answer, based on your elaborations.

To give an example, in the December 2007 P1 Q. 2(b), there was the question that asked how risk awareness could be embedded in the culture of the organization. Would there be a specific answer to this question since you say that P1 is not flexible. The truth is there can be more than one answer for this question. A student who has learnt P3 can apply the work of Johnson, Scholes and Whittington’s cultural web to explain how risk awareness can be embedded in the organization. There may also be other ways to explain the answer. This shows that the answers in P1 can also be flexible and not specific as you have mentioned earlier.

In the same token, one can also say that P1 can also goreng as what you have mentioned for P3. However, a student who has taken P3 knows to goreng requires sound knowledge of P3. Good goreng comes from good knowledge.

It is also not true that P1 does not require business models. Models like Mandelow’s power-interest matrix, risk response models are examples that P1 also needs models.

In addition, issues on internal controls are not only found in audit papers. IT security and controls in paper 2.1 for example, had also covered on controls (depending on who taught you paper 2.1). Also risk management is covered in paper P3 under project management. Coincidentally, the June 2008 Q. 1(b) touched on project risks with regards to the development of the Dam project. Some knowledge of project management and even the work of Mc Farlan’s Implementation risk matrix can be used (remember, a diagram was needed). Was it covered in paper 3.1?

Finally, it must be remembered that CG, ethics and CSR are also covered in P3.

In conclusion, it is important not to make sweeping statements and realize not only audit lecturers should teach P1 but also management lecturers. Rhys Johnson, the person in charge of ACCA in this part of the region has mentioned just before the P1 December 2007 exams (the first exam for P1), that the ideal person to teach P1 should be a paper 3.5 lecturer. I assure you that this is what he has said.