ACCA P5 Exam Tips September 2015 session given below are just intelligent guesses from exam point of view provided by famous tuition providers.
These exam tips must not be relied on totally. To increase chances of success in Exams you must prepare full breadth of syllabus and topics
ACCA P5 Exam Tips:
ACCA P5 Advance Performance Management Paper Exam Tips for September 2015 Session are given below by famous tuition providers
Answer the wordy bits first, provided they don’t depend on calculations you’ve not yet done. This paper awards approx 70% of the marks for discussion, and 30% for calculations.
Watch your time management when doing the calculations. Although they are not technically complicated, they can be time consuming. Lots of practice before the exam means you should be reasonably efficient at these parts in the exam, although you may well take more time than the 1.8 minutes per mark you should theoretically allow. However, if you realise it is taking too long, make up some numbers, move on and use those figures as the basis of your discussion as you’ll get the follow through marks on that basis.
Section A (50 marks) contains one compulsory question. In recent exams question 1 has often required a significant level of data analysis using numerical techniques e.g. KPIs, EVA. Any
numerical techniques in this paper (e.g. transfer pricing, ratios, analysis of quality related costs, ABC) need to be mastered to prepare yourself for this question.
Performance management frameworks (e.g. Building Blocks model) are also commonly tested in question 1.
In section B (2 25 mark questions from a choice of 3) commonly tested areas include quality management, information reporting (e.g. CSFs and KPIs), the application of strategic models (such as PEST, Porter’s 5 forces, the Value Chain), HR frameworks (e.g. reward & appraisal
systems), risk management and environmental management accounting.
Keep checking the ACCA website for articles in the lead up to the exam, these are often tested.
– Choice of suitable performance metrics for a specific organisation (perhaps EVA/Fitzgerald and Moon).
– Impact of the external environment (perhaps how to collect relevant information about changes).
– Modern management accounting techniques (perhaps, TQM / JIT / environmental management accounting).
– Analysis of performance of SBU’s (perhaps BCG matrix).
– Financial performance indicators such as NPV and MIRR.
– Activity based management.
– Fitzgerald and Moon building block model.
– Six Sigma.
– Critique an existing performance management system and the performance hierarchy.
– Transfer pricing.
– Quality costs and six sigma.
– Activity based principles.
– Performance management models (performance pyramid or building block model).
– Value based approaches to performance management.
Manchester Metropolitan University (MMU)