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Advanced Performance Management (APM)
About this Course
The 'Advanced Performance Management' Paper – is concerned with managing the business so as to achieve better performance. Most of the topics were introduced in Paper F2 and F5, but are examined at a higher level. This does not mean that any calculations are more difficult, but you are now at a management level and should show a greater critical awareness of the difficulties in measuring and management performance. This is a structured course with interactive lectures & quizzes online.
Course Tutors
Peter Woolley
Tuition
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Meet Your Tutor -
Strategic planning and control
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External influences on organisational performance
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Performance measurement systems and design
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Strategic performance measurement
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Performance evaluation and Corporate failure
Rational Model, Mission, Mendelow
Rational Model, Mission, Mendelow
From Vision to KPIs
From Vision to KPIs
Strategic Management Accounting, Benchmarking and Gap Analysis
Strategic Management Accounting, Benchmarking and Gap Analysis
Impact of Business Structure, and Service Businesses
Impact of Business Structure, and Service Businesses
Value chain, 7s and BPR
Value chain, 7s and BPR
Ethics and CSR
Ethics and CSR
Environmental Management Accounting
Environmental Management Accounting
Changing Role of the Management Accountant
Changing Role of the Management Accountant
SWOT, Porter's Generic Strategies and Porter's Five Forces
SWOT, Porter's generic strategies and Porter's Five Forces
Environmental Analysis
Environmental Analysis
Risk and Uncertainty
Risk and Uncertainty
PEST and Porter's 5 Forces
PEST and Porter's 5 Forces
Financial Performance Measures in the Private Sector
Financial Performance Measures in the Private Sector
ACCURATE Reports
ACCURATE Reports
Information Systems
Information Systems
IT Developments (Unified Corporate Databases, RFIDs and Network Technology)
IT Developments (Unified Corporate Databases, RFIDs and Network Technology)
Sources of Information and Big Data
Sources of Information and Big Data
Integrated Reporting and Sustainability Reporting
Integrated Reporting and Sustainability Reporting
Problems with Traditional Financial Performance Measures
Problems with Traditional Financial Performance Measures
Non Financial Performance Indicators
Non Financial Performance Indicators
Divisional Performance Assessment
Divisional Performance Assessment
Transfer Pricing
Transfer Pricing
Performance in the Not for Profit Sector
Performance in the Not for Profit Sector
League Tables
League Tables
Quality
Quality
Impact of JIT/TQM and Six Sigma
Impact of JIT/TQM and Six Sigma
Human Resources
Human Resources
BCG Matrix
BCG Matrix
Kaizen Costing and Target Costing
Kaizen Costing and Target Costing
Value for Money
Value for Money
Balanced Scorecard and the Performance Pyramid
Balanced Scorecard and the Performance Pyramid
Why Businesses Fail
Why Businesses Fail
Z score and A score
Z score and A score
Turnaround Strategies
Turnaround Strategies
Complex Business Structures (Strategic Alliances, Joint Ventures and Complex Supply Chain Structures)
Complex Business Structures (Strategic Alliances, Joint Ventures and Complex Supply Chain Structures)
Question Bank
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Strategic planning and control - questions
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External influences on organisational performan...
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Performance measurement systems and design - qu...
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Strategic performance measurement - questions
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Performance evaluation and corporate failure - ...
Drinks Group (Dec 2012 Q2)
Ganymede University (Jun 2012 Q4)
Metis (June 2012 Q1)
Lopten Industries (Dec 2103 Q1)
