P5: List of Topics removed/added Dec 2016 – June 2017

TOPIC REMOVED

A
– Discuss the concept of business integration and the linkage between people, operations, strategy and technology.
– Identify and discuss the required changes in management accounting systems as a consequence of empowering staff to manage sectors of a business. [
– Discuss how IT systems provide the opportunity for instant access to management accounting data throughout the organisation and their potential impact on business performance.
– Assess how IT systems facilitate the remote input of management accounting data in an acceptable format by non-finance specialists.
– Input/output analysis
– Discuss the scope for potential conflict between strategic business plans and shortterm localised decisions.
– Discuss the ways in which high-level corporate performance objectives are developed.
– Identify strategic objectives and discuss how they may be incorporated into the business plan.
– Discuss social and ethical obligations that should be considered in the pursuit of corporate performance objectives.
– Evaluate the impact to an organisation of a move beyond budgeting

B
– Assess the continuing effectiveness of traditional management accounting techniques within a rapidly changing business environment.
– Funding
– Assess the impact of governmental regulations and policies on performance measurement techniques used and the performance levels achieved (for example, in the case of utility services and former state monopolies).

C
– Assess the impact of responsibility accounting on information requirements. [
– Discuss those factors that need to be considered when determining the capacity and development potential of a system.

D
– Justify the crucial objectives of survival and business growth.
– Explore the traditional relationship between profits and share value with the long-term profit expectations of the stock market and recent financial performance of new technology companies
– Discuss the need to achieve objectives with limited funds that may not be controllable
– Identify and discuss ways in which performance may be judged in not-for profit organisations.
– Discuss the implications of the growing emphasis on non-financial performance indicators.
– Discuss the significance of non-financial performance indicators in relation to employees
– Discriminate between quality, quality assurance, quality control and quality management.
– Advise on the structure and benefits of quality management systems and quality certification.
– Evaluate the ways in which performance measurements systems may send the wrong signals and result in undesirable business consequences.

E
– Discuss and apply the Performance Prism

F
– Discuss the ways through which management accounting practitioners are made aware of new techniques and how they evaluate them.
– Discuss the issues surrounding the use of targets in public sector organisations.
– Discuss contemporary issues in performance management.

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NEW TOPICS

– Discuss the development of Big Data and its impact on performance measurement and management, including the risks and challenges it presents.
– Advise on common mistakes and misconceptions in the use of numerical data used for performance measurement.
– Gross profit and operating profit
– Assess the statement; ‘What gets measured, gets done
– Assess the relationship of quality management to the performance management strategy of an organisation including the costs of quality