譯者注：原文《Examiner’s Approachto P5-201603&06》（2016年3月3日）。譯者對原文（約6頁）刪減編譯，以求用較短的篇幅和更清晰的思路傳達(dá)主要內(nèi)容。
 
有關(guān)縮寫：Biz=Business;Info=Information; Mfg=Manufacturing; Mgt=Management; Perf=Performance;Org=Organization; W/=with
 
The bestapproach to P5: 備考P5最佳攻略有四：
 
1.  Cover the whole syllabus 全面復(fù)習(xí)大綱內(nèi)容
 
2.  Apply knowledge to a biz scenario 把知識點應(yīng)用到具體案例當(dāng)中
 
3.  Read & answer the question asked 讀懂問題，別答非所問
 
4.  Add value to org being advised 提有價值的建議
 
1COVER THE WHOLE SYLLABUS
 
SYLLABUS - 6 capabilities: P5大綱要求6種能力
 
1.Use strategic planning & control models to plan & monitor org perf - take a holistic view of the factors affecting biz & consider them when giving strategic advice on perf.Synthesize disparate detailed points into an overall, strategic approach for an org.
 
運用戰(zhàn)略規(guī)劃（P3）和控制(主要是預(yù)算)模型來計劃和監(jiān)控組織業(yè)績。在提供業(yè)績管理建議時，要有全局觀，綜合考慮影響業(yè)務(wù)的因素；整合貌似不相干的細(xì)節(jié)，給企業(yè)提供整體的策略意見。
 
2.Assess & identify macroeconomic,fiscal & market factors & key external influences on perf - Traditional mgt accounting at the lower levels focuses more on internal factors. P5 considers the info needs of the strategic level of mgt rather than operational & tactical levels.
 
識別和評估影響業(yè)績的宏觀經(jīng)濟財務(wù)和市場因素以及其他關(guān)鍵外部因素。傳統(tǒng)管理會計（F5）更多關(guān)注企業(yè)的內(nèi)部因素（主要是運營和戰(zhàn)術(shù)層面），P5關(guān)注管理層戰(zhàn)略管理的信息需求。
 
3.Identify & evaluate the design features of effective perf mgt info & monitoring systems – You are notrequired to have detailed technical knowledge of hardware & software butare expected to be conversant w/ the broad hardware & software trends &issues & how these interact w/ the provision of perf info thru the org. It is the effect of these technologies on the perf mgt decision-making processes that is most significant.
 
評估業(yè)績管理信息和監(jiān)控系統(tǒng)的有效性（注：P5焦點是系統(tǒng)，不是數(shù)字）?？忌恍枰莆哲浖陀布燃夹g(shù)細(xì)節(jié)，但要熟悉系統(tǒng)的宏觀發(fā)展趨勢及問題，還有這些因素和生成管理信息的相互影響。注意，關(guān)鍵是這些技術(shù)對決策過程的影響（不是技術(shù)本身）。
 
4.Apply appropriate strategic perf measurement techniques in evaluating & improving org perf, in specific scenarios.
 
把戰(zhàn)略業(yè)績評估技巧以及改善建議，運用到具體案例。
 
5.Advise clients & sr mgt on strategic biz perf evaluation & on recognizing vulnerability to corp failure – turn perf measurement info into commercially valuable advice forstrategic decision makers,to improve perf & perf mgt systems.
 
給客戶管理層提供戰(zhàn)略層面的建議，評估業(yè)績和診斷公司危機。就是把業(yè)績評估信息轉(zhuǎn)變成有商業(yè)價值的建議，讓客戶戰(zhàn)略管理層改善業(yè)績和業(yè)績管理系統(tǒng)。
 
6.Identify & assess impact of current developments in mgt accounting & perf mgt on measuring, evaluating& improving org perf – You need to gather new knowledge from the general technical press & articles in Student Accountant will be sources of topics for exam,outside of the slower cycle of revisions to the syllabus. Older articles may well be as relevant to exam as the most recent ones.
 
關(guān)注管理會計和業(yè)績管理（計量-評估-改善）課題的發(fā)展。大綱更新較慢，多看ACCA官方文章；老文章仍有參考價值。
 
P5 addresses issues at both the strategic & operational levels & requires understand the connections between these levels.
 
P5針對戰(zhàn)略和運營層面的問題，所以要求理解他們之間的關(guān)聯(lián)，比如：
 
· How strategic objectives flow thru CSFs to KPI asin 201012Q1 or applying Perf Pyramid to suggest additional KPIs (strategiclevel) & a set of operational perf measures as in 201112Q2.
 
戰(zhàn)略目標(biāo)通過CSF轉(zhuǎn)成KPI(201012Q1); 運用業(yè)績金字塔模型來建議戰(zhàn)略和運營層面的KPI衡量指標(biāo)（201112Q2）
 
·How does the choice of operational perf measures impact on the strategic perf of org? A phrase that rings true in many situations is Drucker’s dictum ‘What gets measured getsdone’. This phrase succinctly points to the impact that the choice of perf metrics have on the mgt activity of the firm, e.g.201206Q1.
 
運營指標(biāo)的選擇怎么影響組織的戰(zhàn)略目標(biāo)實現(xiàn)？德魯?shù)拿?lsquo;上邊看啥，下邊做啥’（翻得有點挫，但意思到了）一語道破業(yè)績指標(biāo)的選擇怎么影響管理行為（201206Q1）。
 
It is amisapprehension that P5 is predominantly about perf measurement, it is a perf mgt exam. This error of ten manifests in a candidate’s over-concentration on detailed elements of Section D (perf measurement). The ideas contained in the variousmetrics need to be coherently applied to meet the strategic needs of an org& this is where other sections of the syllabus connect to a question – e.g. the choice of perf measures needs to fitw/ the planning & control structures (Section A) or whether chosen measuresrelate to external drivers of perf (Section B).
 
提醒：P5考業(yè)績管理（包括業(yè)績計量-評估-改善），不是業(yè)績衡量，所以不要太偏具體的計算（大綱D）；要根據(jù)組織戰(zhàn)略目標(biāo)來選擇和應(yīng)用有關(guān)指標(biāo)，每個指標(biāo)本身都有意義的。圍繞組織戰(zhàn)略目標(biāo)，我們可在題目中看到大綱的其他部分的關(guān)聯(lián)。比如大綱A部分-要根據(jù)組織計劃和控制結(jié)構(gòu)來選擇業(yè)績指標(biāo)；大綱B-選擇的指標(biāo)是否反映業(yè)務(wù)的外圍驅(qū)動因素（上文宏觀經(jīng)濟財務(wù)市場等）；
 
P5 builds on F5 knowledge applying it in more complex scenarios. P5 develops key aspects of F5w/ a greater focus on the synthesis & evaluation of the key topics &techniques. It also introduces more specialised techniques & current issues in perf mgt. F5 knowledge is assumed to be known & used in a more criticalcapacity.
 
P5是F5基礎(chǔ)上（+P3戰(zhàn)略規(guī)劃）的綜合應(yīng)用和深化。F5知識是必要但不充分條件。
 
2APPLY KNOWLEDGE TO QUESTION SENARIO
 
P5 tests ability to assess different approaches to perf mgt from a variety of perspectives. This entails candidates knowing what the approaches are & being able to compare one w/ another in a scenario – e.g. profit & value approaches, fin & non-fin perspectives, short-term & long-term issues. Good candidates tailor the approaches suitable to the org scenario & justify this advice using the evidence given.
 
P5要求從不同角度評估業(yè)績管理方法，這要求考生熟悉這些方法并且能夠在具體的情境里進行比較鑒別，比如利潤和價值導(dǎo)向，財務(wù)和非財務(wù)角度，長期和短期問題。好考生能量體裁衣根據(jù)案例情形給出具體建議。
 
The scenario describes the org, its objectives & biz environment. Good candidates take in this info & then apply to the perf mgt of that org. E.g., when assessing different perf mgt approaches, a useful question is ‘Does this meet the objectives/needs of the org?’ obviously, candidates must identify these from the scenario.
 
案例會提供組織基本信息，包括組織目標(biāo)和業(yè)務(wù)環(huán)境等（注：基于P3）。好考生會參考這些信息并應(yīng)用到該組織的業(yè)績管理當(dāng)中去。評估不同的業(yè)績管理方法時，記得問“這方法能滿足組織的（具體）需求么？”?？忌仨毣诎咐畔⒆雠袛啵ǘ皇亲约篩Y）。
 
Candidates must make sure that they can:
 
考生必須做到以下三點：
 
1)Assess the current situationof the org (e.g., existing perf mgt systems);
 
評估該組織當(dāng)下的狀況，比如在用的業(yè)績管理系統(tǒng)。
 
2)Consider how to apply a new approach to perf mgt (e.g., value-based or based on one model, e.g. Perf Prism/ Building Block);
 
考慮怎么運用新方法，如價值基礎(chǔ)（VBM）或三棱鏡或積木模型；
 
3)Assess whether new approach is an improvement(e.g., help meet corp objectives).
 
評估新方法是否有效，就是幫助實現(xiàn)公司目標(biāo)。
 
Lists of rote-learned +/- for different approaches will not produce a complete answer; simply writing jargon words or phrases of a model will not score heavily, candidates need to demonstrate that they know how to apply these appropriately to the scenario. E.g. 201012Q2 asked for an evaluation of 2 costing systems in a laptop manufacturer. A good answer considered +/- of Absorption costing &ABC in a dynamic, competitive, bespoke-mfg environment.
 
生搬硬套模型優(yōu)缺點或簡單寫些術(shù)語得不了什么分，你要把理論知識應(yīng)用到具體案例當(dāng)中。201012Q2要求評估兩種成本核算方法在一個手提電腦制造公司里的應(yīng)用。好考生會考慮，在快速演變/競爭激烈/定做的行業(yè)環(huán)境中，攤銷成本法和作業(yè)成本法的優(yōu)缺點。
 
3ANSWER THE QUESTION ASKED
 
Candidates are given credit where their answer is technically correct & relevant to the question. There has been a tendency by candidates to write good answers to questions that they wish had been asked rather than the one actually set. This approach scores little if no credit. There is a long erarticle illustrating the common misinterpretations in previous sessions.
 
不要答非所問?。。ㄗⅲ篜階段一個難點就是題目難懂，這要求考生理解科目大綱知識邏輯和熟悉題目，看3-5年題目之后，就發(fā)現(xiàn)，都是套路）
 
4CREATE INFORMATION FROM DATA
 
There is lessneed at a strategic level to manually perform calculations. This is tested heavily in earlier exams. Occasionally, longer computations may appear allowing students to absorb the data in a question & be comfortable w/ the scenario.Large repetitious calculations are avoided but some repetition is inevitableas, e.g. a trend can only be identified w/ at least 2 or more realistically 3data points.
 
（P5是高級業(yè)績管理）在戰(zhàn)略管理層，不需要很多手工計算（前面課程已考）。長計算偶爾出現(xiàn)，讓考生理解消化數(shù)據(jù)并應(yīng)用到案例中；有些不可避免的重復(fù)計算也可能出現(xiàn)，比如做趨勢分析，至少要有2-3個數(shù)據(jù)點。
 
However,computational work has not totally disappeared from P5, but features more in the interpretation & further analysis of data in the question. Candidates have to add value to their advice by taking info already produced & identifying the important features. At P level, comments should be helpfully quantified where possible & the commercial implications discussed. Candidates should make their numbers more understandable, e.g., by comparing to increased activity of the biz or competitor perf.
 
盡管數(shù)據(jù)計算會有，但重點在案例數(shù)據(jù)的解讀（意味著什么）和分析（為什么，結(jié)合內(nèi)外部因素）?？忌ㄆ髽I(yè)顧問身份）必須利用已有信息給自己的建議賦予價值（沒企業(yè)請背教科書的顧問）。在專業(yè)P階段，評論要盡可能量化并有商業(yè)實質(zhì)。數(shù)字應(yīng)該易懂，比如通過對比, 和企業(yè)增加產(chǎn)能之后比或競爭對手比。
 
A valuable mgt accountant will create info from the detailed data given. It is often best to begin by considering the ‘big picture’ (overall objective);next, break down the data into smaller but meaningful (& manageable)chunks; finally, discuss the individual lines of the data table, focusing on the data that explains the overall picture of changes.
 
有價值的管理會計會把繁瑣的數(shù)據(jù)變成有意義的信息。最好先看大背景（企業(yè)整體目標(biāo)）；再把數(shù)據(jù)分解成有意義又能處理的部分；最后逐行分析數(shù)據(jù)(重點關(guān)注那些解釋大背景變化的數(shù)字)。
 
Example 201012Q4b:舉例
 
1.Consider the ‘big picture’ – whether the overall target for emission reduction is met.
 
看大背景– 企業(yè)環(huán)保減排業(yè)績是否達(dá)標(biāo)。
 
2.Break down the data into smaller but meaningful (& manageable) chunks – road, rail & air transport。
 
分解數(shù)據(jù) – 把排放數(shù)據(jù)分解成公路，鐵路和航空運輸。
 
3.Discuss the individual lines of the data table focusing on the data that explains the overall picture of emission changes – the switch from petrol to diesel powered motor vehicles is complete in commercial vehicles & has led to large reductions in emissions but such a change may be more difficult in company cars as employees may resistsuch a change.
 
逐行分析數(shù)據(jù)（圍繞排放這個大目標(biāo)）- 商用車隊：汽油車換柴油車項目已完成，并降低大量CO2排放；公司（經(jīng)理）用車：可能比較困難，因為經(jīng)理們可能抗拒換柴油車（注：很多人覺得柴油車噪音比較大，加油站比較少）。
 
201012Q4 案例（部分）
 
At P5 level, it is not enough to throw down ratios & measures that can be imagined. Do not overload the report reader w/ unnecessary data, but select what to calculate. You need to appreciate the strategic goals or key drivers of perf & can focuson them.
 
考P5，不能簡單計算一堆比率和指標(biāo)，丟給讀者（戰(zhàn)略管理層）；你必須理解組織戰(zhàn)略目標(biāo)或主要的業(yè)績驅(qū)動因素，然后選擇性地計算（參考201112Q2 & 201206Q2 & Q4)。
 
In handling data-heavy questions, the level required for P5 is for answers to go beyond repeating,in sentence form, the data given in (say) a table in that question. In 201012Q4,many candidates wasted time by limiting comments to only writing out statements such as ‘Commercial Fleet Diesel use has fallen from 105.4 to 70.1’ or even‘Commercial Fleet Diesel use has gone down’. First, this is stating the obvious to anyone who read the table but also importantly, this was far too detailed for most reporting purposes in this scenario. Candidates need to analyze not merely calculate numerical data given from a scenario.
 
處理數(shù)據(jù)問題時，不要簡單重復(fù)說數(shù)字。比如上文的201012Q4，很多考生浪費寶貴的時間去寫諸如“商用柴油車隊使用從105.4降到70.1（百萬公里）”或“商用柴油車隊使用下降”。首先，這些是傻瓜都看得到；其次，這些數(shù)字太過于細(xì)節(jié)。總之，考生要分析而不是簡單計算數(shù)字。

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