Advanced Performance Management Marking Insight · 2020-06-15 · of marks: use requirement and embedded requirement to help you structure e.g. 1 (b) “Assess the analysts’ criticisms…”

Advanced PerformanceManagement

Marking Insight

王明坤楷博财经（KBF）

2nd June, 2020

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Main objectives

The main objective is to …

• Provide the clarity on marking

• Learn from best practice, and learn from mistake

• Additional exam guidance

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Webinar agenda

1. APM marking principles: Read the mind of marker

2. Review exam performance

3. Exam technique checklist

4. Next steps

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Read the mind of marker － General principle

Marks are normally awarded on the basis of 1 mark for each

relevant calculation and 1 mark per point relevant to the

evaluation/assessment, advice or explanation asked for.

Where a full answer needs to address all of a specific number of

issues, marks for any one issue will be capped at a maximum.

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Read the mind of marker － Common mistakes

1. Professional marks

2. All assertions must be supported

3. Add value with comments relevant to the issue at hand

4. Structure your answer

5. Answer the questions required

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Read the mind of marker


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Report heading

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Report heading

Introduction paragraph

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Report heading


Structure, signposting, group ideas together

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Report heading


Structure, signposting, group ideas together

Tone, logical flow, persuasiveness and completeness

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e.g.

1 (a) “The report should have more narratives.”

3 (a) “The employees are risk-averse.”

To fix this, say “BECAUSE” and then continue with evidence from the scenario.

The report should have more narratives BECAUSE it helps to draw attention on key issues and provide comprehensive information which may not be expressed in numbers.

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e.g.

1 (a) “The report should have more narratives.”

3 (a) “The employees are risk-averse.”

To fix this, say “BECAUSE” and then continue with evidence from the scenario.

The report should have more narratives BECAUSE it helps to draw attention on key issues and provide comprehensive information which may not be expressed in numbers.

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• Just copying sentences from the scenario doesn’t get marks.

Use the scenario as evidence to support an argument.

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• Simplistic repetition of bookwork without applying to the

scenario doesn’t get marks

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• Simplistic repetition of bookwork without applying to the

scenario doesn’t get marks

• Transfer data into information: Develop your idea by linking

metrics together and looking for cause-effect, or by linking to

strategy and CSFs, and even look at the same idea from a

different perspective with “However…”

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4. Structure your answer with number of ideas matched with number

of marks: use requirement and embedded requirement to help you

structure

e.g.

2 (b) “Using the peformance pyramid, evaluate...new measures...can be

used to measure and manage opertional performance at Zone ” (9 marks)

There are 3 Metrics—use them as headings.

There are 4 operational levels of the pyramid—use these as subheadings.

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structure

e.g.

2 (b) “Using the peformance pyramid, evaluate...new measures...can be

used to measure and manage opertional performance at Zones ” (9 marks)

There are 3 Metrics—use them as headings.

There are 4 operational levels of the pyramid—use them as subheadings.

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structure

e.g.

1 (b) “Assess the analysts’ criticisms…” (9 marks)

The CEO wanted you to cover 3 areas: (a) method of calculation, (b)

sampling, and (c) disclosures.

Use these as headings, and then below each heading, two or three

criticisms, each backed with evidence from the scenario.

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e.g.

1 (a) “Evaluate the performance report…”

• Performance vs. performance report

• Evaluate

− apply the knowledge to reach a judgment, with supporting

and explanation.

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Webinar agenda




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1.

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1.

3 professional marks

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1.

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1.

1 professional mark

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1. a

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1. a

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1. a

Just copying sentences from the scenario doesn’t get marks

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1. a

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1. a

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1. a


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1. a


5 marks for 5 points

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1. a

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1. a


5 marks for 5 points

3 professional mark

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1. a

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1. a

Develop ideas further for more marks.

Two separate ideas together (partnership with customer and highly skilled

workforce) but there is no discussion of why it's important to measure

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1. a

Develop ideas further for more marks.

Two separate ideas together (partnership with customer and highly skilled

workforce) but there is no discussion of why it's important to measure

The current performance reporting system doesn’t include any measurement

about the partnership with customer. The partnership is critical for

sustainable growth because Rezillos product must be integrated into

customers’ own plant and equipment. It could be measured by the number of

joint product development projects undertaken.

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1. a

Make sure you discuss each point in the mission as a separate

heading

• The report does not measure CUSTOMER RELATIONSHIP.

This is important because.....and....

• The report also doesn’t measure INNOVATION. This is important

because of.....and .....

• Also.... NEXT IDEA....

• General presentation, such as lack of narrative. This is important

because…

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1. b

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1. b

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1. b

Use embedded requirment to structure the answer.

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1. c (i)

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1. c (i)

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1. c (i)

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1. c (i)

0 mark.

Did not answer the question asked. CEO wants “understanding of the different types of benchmarking”

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1. c (i)

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1. c (i)

7 mark.

2 more marks can come from “functional benchmark” with BIC in another business sector.

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1. c (i)

7 mark.

2 more marks can come from “functional benchmark” with BIC in another business sector.

Also 3professional marks

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1. c (ii)

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1. c (ii)

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1. c (ii)

Complete the benchmarking exercise

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1. c (ii)

Comment on the metrics

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1. c (ii)

Comment on the results

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1. c (ii)

Comment on the results

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Summary for Q1

• Get one more professional mark: structure, signposting, group ideas together

• Avoid unsupported assertions!!! Use BECAUSE!

• Fine-tune your report evaluation: each items in the mission, general best practice you learnt from practice

• Number of ideas vs. the number of marks

• Embedded requirements and structure

• Transforming Data into Information. It’s not enough to say, “Utilization of L&D shows investment in people. Teeland is best.” Try to avoid one sentence answer.

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2. a

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The performance pyramid is based on the belief that each level of the organization has different

concerns but they will support each other in order to achieve the overall objective, the corporate vision

of the organization.

The performance pyramid consider both internal and external issues, financial and nonfinancial issues.

The cycle time and waste is about internal efficiency and will help the company Zones to improve the

internal efficiency, supporting the improve the productivity of the company and finally help the achieve

the final vision.

The performance pyramid consider the external issues such as the customer satisfaction and flexibility,

which are important for service company Zones. Many effective performance measures such as the

on-time stops and the complaints can be used to measure them and help to increase the customer

satisfaction, which is important in the corporate vision.

The performance pyramid links the performance measures at different levels. It links the business

strategy to day-to day operation, from the strategic level to the operational level (quality delivery, cycle

time, waste). The pyramid can help to produce the KPIs of each level and achieve the vision by

measuring the KPIs.

The pyramid consider the financial and nonfinancial aspects. Financial measurements will help to

measure the shareholder wealth such as the EVA. Non-financial measurements about market share

are related to the whether the company provide quality, reliability and value for customers. The in-time

stops are helping to evaluate the non-financial aspects(customer satisfaction).

+1

+1

+1

+1

+2

2. a

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2. b

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2. b

1 vehicle utilizationThe average utilization of all vehicle capacity can be a good measurement for Waste. The capacity did not be occupied is waste. Also the calculation of capacity is appropriate.

2 fuel consumptionThe average litre of fuel per km travelled for all vehicle is meaningless for operational performance management. Because it is uncontrollable by Zone, it is decided by the type and design of each vehicle. So it is not a good measurement.

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2. b

0 markUnsupported assertion

1 mark

More marks can come from suggestions

1 vehicle utilizationThe average utilization of all vehicle capacity can be a good measurement for Waste. The capacity did not be occupied is waste. Also the calculation of capacity is appropriate.

2 fuel consumptionThe average litre of fuel per km travelled for all vehicle is meaningless for operational performance management. Because it is uncontrollable by Zone, it is decided by the type and design of each vehicle. So it is not a good measurement.

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2. b

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2. b

2 marks

2 marks

1 marks

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2. c

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2. c

3 marks

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2. c

3 marks

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Summary for Q2

• Structure your answer. E.g. in part a, Performance Pyramid, there are 5 areas can be used to build your answer: supporting all levels of the company, financial vs. non financial, Inter-related metrics, alignment with vision, Internal and external coverage. Give a heading for each and say why this area of the model will specifically help Zones.

• Make sure you study all areas of the syllabus. E.g. six sigma knowledge. But you can focus easy marks first. Do the parts of the exam you know best, and come back to this last.

• Make sure you DO EVALUATE. Using the language of ‘evaluation:’ “This metric covers waste well because....” Then, use a linking work and a new paragraph to look at the same idea from a different perspective. ”However, it can be improved because...”

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3. a

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3. a

There are three stakeholders in the case.Employees:They are risk averse. Maximin method is suitable for them. Blue.

Directors:The bonus of the directors depends on the profitability of the selected product. They are risk seek. Maximax is suitable for them. Green.

Shareholders:They are risk neutral. The expected value method is suitable for them. Blue.

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3. a

3 marks were awarded for correct selection of product based on the approach.

However, more marks can be earned from explanation of the risk appetite of the stakeholders

There are three stakeholders in the case.Employees:They are risk averse. Maximin method is suitable for them. Blue.

Directors:The bonus of the directors depends on the profitability of the selected product. They are risk seek. Maximax is suitable for them. Green.

Shareholders:They are risk neutral. The expected value method is suitable for them. Blue.

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3. a

Employee As recent failure which due to breach of regulation and result in a number of employee lost their job, the risk appetite for employees are mainly risk averse.

Director As directors are keen to earn large bonus depend on the total profit, they may be risk seeking.

Shareholders Shareholders are more likely to be risk neutral and they prefer objective analysis about the external environment of Kayland to ensure maximise performance regardless of which product choose.

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3. a

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3. a

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3. b

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3. b

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3. b

4 marks

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3. c

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3. c

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3. c

4 marks

More marks can come from “identify CFS, KPI and set targets”.

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3. c

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1 marks

Too general

3. c

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1 marks

Too general

You can always use “for example” to remind you not giving too general point.

For example, having identified product safety as a legal concern, a CSF can be safety regulation compliance in Kayland. The number of breaches can be a KPI.

3. c

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Summary for Q3

• Answer the question required. Mendelow model is not asked.

No mark for it.

• Time management. Make sure you follow the rule of 1.8 minutes

per mark, or 1.5 hours for question 1, and 45 minutes for

Questions 2 and 3.

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Webinar agenda




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Exam technique checklist

If you got less than 50 (or, if you got more than 50 and want to

add another 5 marks to your score) evaluate your script against

this checklist of good APM exam technique:

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Before the exam day

1. I study the whole syllabus from a broad perspective.

2. I read the recent examiner’s reports and am aware of

common mistakes.

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During exam, before starting writing

3. I evaluate the number of marks and use that as a guide to

the number of ideas I should generate.

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4. Before I write, I have an answer plan based on the specific

requirement.

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4. Before I write, I have an answer plan based on the specific

requirement.

5. I look for the embedded requirements and use that as a

starting place for structure.

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During exam, when I am writing

6. I use headings and subheadings throughout my script.

7. The ideas I am writing are linked to the scenario.

8. I avoid copying parts of the scenario without adding any analysis.

9. When I evaluate or Assess something, I am using the correct language: something is positive, or negative BECAUSE....

10. I get at least 3 professional marks with Intro paragraph, Report heading, and good grouping of ideas with headings and subheadings.

11. I use a simple, direct writing style.

12. I avoid writing big, academic definitions of theory.

13. I go for the easy requirements first, saving difficult ones for later

14. I follow proper time management: 1.8 minutes per mark

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9. When I Evaluate or Assess something, I am using the correct language: something is positive, or negative BECAUSE....






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13. I go for the easy requirements first, saving difficult ones for later.


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13. I go for the easy requirements first, saving difficult ones for later.


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Next steps …

Step 1: Complete the APM Progress test (PT) under exam condition

Step 2: Refer to suggested answer and carefully read the PT feedback report

Step 3: Join the Debriefing live webinar for PT (NOW)

Step 4: Watch recorded videos to address the problems identified

Step 5: Join the final preparation live webinar 1 week prior to the exam

Please refer to https://cn.accaglobal.com/trainee/c61/free-online-course/sp-practice-videos.html for more details

https://cn.accaglobal.com/trainee/c61/free-online-course/sp-practice-videos.html

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Thank you!

And question?

Documents

Advanced Performance Management Marking Insight · 2020-06-15 · of marks: use requirement and embedded requirement to help you structure e.g. 1 (b) “Assess the analysts’ criticisms…”