译者注：原文《Examiner’s Approachto P5-201603&06》（2016年3月3日）。译者对原文（约6页）删减编译，以求用较短的篇幅和更清晰的思路传达主要内容。
 
有关缩写：Biz=Business;Info=Information; Mfg=Manufacturing; Mgt=Management; Perf=Performance;Org=Organization; W/=with
 
The bestapproach to P5: 备考P5最佳攻略有四：
 
1.  Cover the whole syllabus 全面复习大纲内容
 
2.  Apply knowledge to a biz scenario 把知识点应用到具体案例当中
 
3.  Read & answer the question asked 读懂问题，别答非所问
 
4.  Add value to org being advised 提有价值的建议
 
1COVER THE WHOLE SYLLABUS
 
SYLLABUS - 6 capabilities: P5大纲要求6种能力
 
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.
 
运用战略规划（P3）和控制(主要是预算)模型来计划和监控组织业绩。在提供业绩管理建议时，要有全局观，综合考虑影响业务的因素；整合貌似不相干的细节，给企业提供整体的策略意见。
 
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.
 
识别和评估影响业绩的宏观经济财务和市场因素以及其他关键外部因素。传统管理会计（F5）更多关注企业的内部因素（主要是运营和战术层面），P5关注管理层战略管理的信息需求。
 
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.
 
评估业绩管理信息和监控系统的有效性（注：P5焦点是系统，不是数字）。考生不需要掌握软件和硬件等技术细节，但要熟悉系统的宏观发展趋势及问题，还有这些因素和生成管理信息的相互影响。注意，关键是这些技术对决策过程的影响（不是技术本身）。
 
4.Apply appropriate strategic perf measurement techniques in evaluating & improving org perf, in specific scenarios.
 
把战略业绩评估技巧以及改善建议，运用到具体案例。
 
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.
 
给客户管理层提供战略层面的建议，评估业绩和诊断公司危机。就是把业绩评估信息转变成有商业价值的建议，让客户战略管理层改善业绩和业绩管理系统。
 
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.
 
关注管理会计和业绩管理（计量-评估-改善）课题的发展。大纲更新较慢，多看ACCA官方文章；老文章仍有参考价值。
 
P5 addresses issues at both the strategic & operational levels & requires understand the connections between these levels.
 
P5针对战略和运营层面的问题，所以要求理解他们之间的关联，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.
 
战略目标通过CSF转成KPI(201012Q1); 运用业绩金字塔模型来建议战略和运营层面的KPI衡量指标（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.
 
运营指标的选择怎么影响组织的战略目标实现？德鲁的名言‘上边看啥，下边做啥’（翻得有点挫，但意思到了）一语道破业绩指标的选择怎么影响管理行为（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考业绩管理（包括业绩计量-评估-改善），不是业绩衡量，所以不要太偏具体的计算（大纲D）；要根据组织战略目标来选择和应用有关指标，每个指标本身都有意义的。围绕组织战略目标，我们可在题目中看到大纲的其他部分的关联。比如大纲A部分-要根据组织计划和控制结构来选择业绩指标；大纲B-选择的指标是否反映业务的外围驱动因素（上文宏观经济财务市场等）；
 
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基础上（+P3战略规划）的综合应用和深化。F5知识是必要但不充分条件。
 
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要求从不同角度评估业绩管理方法，这要求考生熟悉这些方法并且能够在具体的情境里进行比较鉴别，比如利润和价值导向，财务和非财务角度，长期和短期问题。好考生能量体裁衣根据案例情形给出具体建议。
 
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.
 
案例会提供组织基本信息，包括组织目标和业务环境等（注：基于P3）。好考生会参考这些信息并应用到该组织的业绩管理当中去。评估不同的业绩管理方法时，记得问“这方法能满足组织的（具体）需求么？”。考生必须基于案例信息做判断（而不是自己YY）。
 
Candidates must make sure that they can:
 
考生必须做到以下三点：
 
1)Assess the current situationof the org (e.g., existing perf mgt systems);
 
评估该组织当下的状况，比如在用的业绩管理系统。
 
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);
 
考虑怎么运用新方法，如价值基础（VBM）或三棱镜或积木模型；
 
3)Assess whether new approach is an improvement(e.g., help meet corp objectives).
 
评估新方法是否有效，就是帮助实现公司目标。
 
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.
 
生搬硬套模型优缺点或简单写些术语得不了什么分，你要把理论知识应用到具体案例当中。201012Q2要求评估两种成本核算方法在一个手提电脑制造公司里的应用。好考生会考虑，在快速演变/竞争激烈/定做的行业环境中，摊销成本法和作业成本法的优缺点。
 
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.
 
不要答非所问！！（注：P阶段一个难点就是题目难懂，这要求考生理解科目大纲知识逻辑和熟悉题目，看3-5年题目之后，就发现，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是高级业绩管理）在战略管理层，不需要很多手工计算（前面课程已考）。长计算偶尔出现，让考生理解消化数据并应用到案例中；有些不可避免的重复计算也可能出现，比如做趋势分析，至少要有2-3个数据点。
 
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.
 
尽管数据计算会有，但重点在案例数据的解读（意味着什么）和分析（为什么，结合内外部因素）。考生（企业顾问身份）必须利用已有信息给自己的建议赋予价值（没企业请背教科书的顾问）。在专业P阶段，评论要尽可能量化并有商业实质。数字应该易懂，比如通过对比, 和企业增加产能之后比或竞争对手比。
 
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.
 
有价值的管理会计会把繁琐的数据变成有意义的信息。最好先看大背景（企业整体目标）；再把数据分解成有意义又能处理的部分；最后逐行分析数据(重点关注那些解释大背景变化的数字)。
 
Example 201012Q4b:举例
 
1.Consider the ‘big picture’ – whether the overall target for emission reduction is met.
 
看大背景– 企业环保减排业绩是否达标。
 
2.Break down the data into smaller but meaningful (& manageable) chunks – road, rail & air transport。
 
分解数据 – 把排放数据分解成公路，铁路和航空运输。
 
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.
 
逐行分析数据（围绕排放这个大目标）- 商用车队：汽油车换柴油车项目已完成，并降低大量CO2排放；公司（经理）用车：可能比较困难，因为经理们可能抗拒换柴油车（注：很多人觉得柴油车噪音比较大，加油站比较少）。
 
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，不能简单计算一堆比率和指标，丢给读者（战略管理层）；你必须理解组织战略目标或主要的业绩驱动因素，然后选择性地计算（参考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.
 
处理数据问题时，不要简单重复说数字。比如上文的201012Q4，很多考生浪费宝贵的时间去写诸如“商用柴油车队使用从105.4降到70.1（百万公里）”或“商用柴油车队使用下降”。首先，这些是傻瓜都看得到；其次，这些数字太过于细节。总之，考生要分析而不是简单计算数字。

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