|速看！APM答題技巧—?dú)v年試題解析

Example:

(1) March/June 2018 Sample Questions, Question 4

Required:

(a) Using Argenti’s A Score model, evaluate whether LP is at risk of corporate failure. 

(b) Advise LP what performance management systems are needed in order to improve performance in respect of each of the mistakes and symptoms you have identified in part (a).

(c) Evaluate the usefulness of using qualitative models such as the Argenti A Score in predicting corporate failure.

(2) September/December 2016 Sample Questions Q1

(i) Assess the problems of using a balanced scorecard at Monza. This requirement is not asking for a description of the balanced scorecard or its benefits. It is very specifically asking for the problems of using this method at the company in the scenario. This means that any discussion of the limitations of the balanced scorecard model should be made in the context of the company. Generic comments about problems of this model would not score highly; the examining team want you to explain why these problems are relevant in this scenario.（很多同學(xué)往往背誦上 model 的 problems，但是考官要求說明，為什么這些 problems 是這個(gè)案例的 problems，要把這些 problems 怎么樣會(huì) 在案例公司產(chǎn)生的來龍去脈說清楚，讓看你答案的人信 服， “嗯，確實(shí)像你說的，這些 problems 會(huì)在我公司 存在”）

(3) September/December 2017 Sample Questions Q3

(c)Justify one performance measure for each of the components of the value for money framework used at TRH and, using that measure evaluate whether TRH is delivering value for money.

Here candidates were expected to use the 3E’s framework to structure their answer (the framework was given in the scenario). Under each heading in the framework the examining team expected to see a justification for the performance measure chosen for the ‘E’, then a calculation of the said measure (there was limited numerical information available in an appendix in the question) and then an assessment of the result of that measure as to whether it indicated whether TRH was delivering value for money. A discussion of value for money and how it is measured generally would not have scored highly here. In addition, not using the framework would have limited the marks available as the requirement clearly asked for it.（這道題目就是典型的動(dòng)詞理解錯(cuò)誤，對(duì)于答案 的影響，決定了是得很多分還是不得分，當(dāng)然對(duì)于動(dòng)詞 的理解還包括動(dòng)詞的對(duì)象 object 的認(rèn)知正確）

(4) March/June 2017 Sample Questions Q4

(b) Recommend, using appropriate calculations, whether the manager of Export division should receive her bonus for the year.

This is a good example of requirement which asked candidates to make a recommendation and as you can see asked for supporting facts through the use of appropriate calculations.

Finally, I want to mention two other small points:（其 他注意點(diǎn)）

While I would encourage you to demonstrate a professional approach to presentation, you only need to do report headings where there are professional marks and a report has been specifically requested. The exam is time-limited, as are the professional marks, and you cannot be awarded professional marks that are not noted in the original question requirement. Please note however, this does not mean that a logical, structured answer is not required.

There is a common misconception – evident from thousands of candidate answers – that financial performance indicators are always being manipulated and non-financial performance indicators are less open to manipulation. Stop and think about what this implies: (a) that the people that prepare financial reports are generally unethical; and (b) that the controls over financial information systems are less severe than non-financial information systems. Your studies so far of professional ethics and the controls surrounding financial reporting systems should immediately indicate that these implications are false. 

However, you would be correct to state that there is a danger of manipulation and that this is exacerbated by inappropriate reward systems (a ‘bonus culture’). （人性在績(jī)效考核指標(biāo)下會(huì)扭曲的，這個(gè)世界沒那么美 好，永遠(yuǎn)要思考績(jī)效指標(biāo)對(duì)人的影響，考官總喜歡問這 樣方面的問題）

I hope that these comments will be helpful to you in your preparation for the APM exam.

Written by a member of the Advanced Performance Management examining team