All exam resources listed as P5 can be used for studying APM. Advanced Performance Management examiner approach Advice on how to prepare for the exam, and the best ways to achieve success. Here, we outline the specific Advanced Performance Management resources on the ACCA website, explaining how they should be used and what issues they specifically address.
Advanced Performance Management (APM)
This article begins by considering the syllabus and overall aims of the exam, how it relates to previous exams and the format of the exam. It will then summarise advice about my approach to the exam using suitable example questions from recent exams to illustrate points. The syllabus has not changed significantly over the past few years. Except for a few additions and deletions, many of the changes have been attempts to make explicit certain tools and techniques that are applicable at P5. Therefore, most past exam questions will be relevant to the current exam. Performance management systems are the systems in an organisation by which the performance of an organisation is measured, controlled and improved. The thrust of the exam will move towards the strategic level of considering different performance measurement techniques and management systems. P5 builds on knowledge gained at other levels, for example, P3 and especially from F5.
ACCA produces a wealth of resources designed specifically to support candidates sitting the Advanced Performance Management exam. These resources have been developed to address areas which candidates typically find challenging based on a review of previous exam sittings. Q1 ii Briefly justify appropriate management approaches to each of the stakeholders and, based on this analysis, evaluate the appropriateness of the performance measures suggested in Appendix 1. The discussions of the five performance measures tended to be general rather than specific to the issues at Boltzman and the stakeholder analysis. An evaluation of the performance measures required the candidate to then say what was good and what was bad about those measures in relation to the stakeholder analysis. What a lot of candidates actually did was re-do the stakeholder analysis which was not asked for and instead of evaluating the performance measures in Appendix 1 they produced a list of new ones. If you had practised this question during your revision and answered the question in this way then without using the examiner report you may not identify that this was the incorrect approach. This illustrates why the examiner reports should be an essential part of your revision. Q1 i Evaluate the current performance report in Appendix 1.
An outline of the aim of APM, its structure and how the syllabus is tested This article begins by considering the syllabus and overall aims of the exam, how it relates to previous exams and the format of the exam. It will then summarise advice about my approach to the exam using suitable example questions from recent exams to illustrate points. These articles will also be the principal route by which the students will have new techniques and trends communicated outside of the slower cycle of revisions to the syllabus. Candidates should note that unlike in the compliance topics such as financial reporting and tax, changes are not regularly made to the syllabus areas so that older articles may well be as relevant to the upcoming exam as the most recent ones. However, candidates are advised to broaden their general business knowledge by the regular reading of good quality business press. This will provide additional background and examples of the techniques and issues of performance management. The syllabus has undergone a recent review and the changes have been attempts to make explicit certain tools and techniques that are applicable at APM. Therefore, most past exam questions will be relevant to the current exam.