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E5 — Performance with Data Analysis
E5 Performance with Data Analysis is significantly expanded beyond old PM. It integrates data analytics, AI applications, and technology-driven performance management alongside the traditional PM content of cost accounting, decision making, budgeting, standard costing, and performance measurement. A substantial new data analytics section is the key differentiator.
FormatSession CBE · 3 hours · 100 marks
Pass Mark50%
Legacy PaperPM (F5) — Performance Management
Sections7 sections (A, B, C, D, E, F, G)
Current-syllabus equivalentOur paper mapping links E5 to PM — Performance Management. The current structure's last sitting is June 2027.
Transition Planner Exam Format
Section A: 15 × 2-mark OTs (30 marks) · Section B: 3 × 10-mark MTQs (30 marks) · Section C: 2 × 20-mark constructed response (40 marks) · 3 hours
Key Changes vs Legacy Paper
- Major new Section G: Data Analytics for Performance Management
- Includes AI, machine learning, predictive/prescriptive analytics
- Data visualisation for performance reporting added
- Core PM content retained but enhanced
- E5 linked to BSc university pathway (university partner paper)
Syllabus Comparison — PM/F5 → E5
| Change | Area / Topic | Detail |
|---|---|---|
| EXAM FORMAT | Overall structure and mark allocation | Sec A 15×2 OTs (30) + Sec B 3×10 cases (30) + Sec C 2×20 CRQs (40) = 100 marks, 3 hrs; Sec C anchored to E + C/D; 10 mins extra reading time → Same marks, same duration; Sec B AND Sec C each focus on ONE of 5 sections A–E; no extra reading time mentioned |
| ADDED | Environmental cost categories (conventional, hidden, contingent, reputational) | Not in PM → E5 A4b — analyse costs by category [2] |
| ADDED | Quality cost categories (prevention, detection, internal failure, external failure) | Not in PM → E5 A4c — analyse quality costs [2] |
| ADDED | Green budgeting as named concept | PM D1k — ethical and sustainability considerations when setting budgets (no specific name) → E5 C2f — explain how green budgeting aids incorporation of sustainability goals [1] |
| ADDED | Data collection challenges for NFPIs | Not in PM → E5 E1g — assess challenges of data collection for NFPIs [2] |
| ADDED | Data analysis and data overload challenges when using BSC | Not in PM → E5 E2d — assess challenges [2] |
| ADDED | Sustainability impact on business decision making (as decision-making criterion) | PM addressed sustainability in budgeting context (D1k) only → E5 B5b — assess impact of sustainability factors on decision-making processes [2] |
| ADDED | Data collection/interpretation challenges in each topic area | PM A3e: challenges of big data implementation as standalone outcome in MIS section → E5 embeds specific data challenges into A1d (ABC), A2d (target costing), A4f (environmental costing), B5e (decision making) — integrated thread throughout |
| REMOVED | PM Section A — MIS and Data Analytics (entire section) | PM A1–A3: MIS types (TPS, MIS, EIS, ERP, CRM), big data 5Vs, big data pyramid, descriptive/diagnostic/predictive/prescriptive analytics, data visualisation, controls and security → Not in E5 as standalone content; data thread woven throughout instead |
| REMOVED | PM Section F — Employability and Technology Skills (entire section) | PM F1–F4: use technology; work under time pressure; navigate screens; present data → Not in E5 |
| REMOVED | Throughput Accounting (PM B4 — entire subsection) | PM B4: discuss and apply theory of constraints [2]; calculate and interpret TPAR [2]; suggest how TPAR could be improved [2]; apply TA to multi-product decision [2] → Not in E5. Note: Goldratt and Cox Theory of Constraints is retained in E5 B3a at [1] (explain only — as context for limiting factor analysis), but TPAR and numerical TA work are gone |
| REMOVED | Beyond budgeting model (PM D1f) | PM D1f: explain beyond budgeting model, benefits and problems [2] → Not in E5 |
| REMOVED | Decision trees (PM C6e) | PM C6e: interpret a decision tree and solve multi-stage decision problem [2] → Not in E5 |
| REMOVED | Value of perfect and imperfect information (PM C6f) | PM C6f: calculate value of perfect and imperfect information [1] → Not in E5 |
| REMOVED | Research techniques to reduce uncertainty (PM C6a) | PM C6a: suggest research techniques (focus groups, market research) [2] → Not in E5 |
| REMOVED | PM Section E3 — NFP and public sector specific analysis (entire subsection) | PM E3: non-quantifiable objectives [2]; multiple objectives in NFPs [2]; measuring performance in NFPs [2]; VFM and 3Es (economy, efficiency, effectiveness) [1] → Not in E5. Note: PM explicitly stated all areas could be examined in private/public/NFP context — E5 does not state this |
| REMOVED | Building Block model — Fitzgerald and Moon (PM E1f) | PM E1f: Balanced Scorecard AND Building Block model (dimensions, standards, rewards) [2] → Not in E5. BSC retained; Building Block model removed |
| REMOVED | Make-or-buy as standalone subsection (PM C5) | PM C5: 3 outcomes specifically dedicated to make-or-buy analysis and outsourcing → Absorbed into E5 B1c as one application within relevant costing principles |
| REMOVED | Manipulation issues in revising budgets (PM D6d) | PM D6d: explain and discuss manipulation issues involved in revising budgets [2] → Not in E5 |
| RAISED | Environmental management accounting techniques — all outcomes | PM B5: all 4 outcomes at [1] level (discuss/describe) → E5 A4: all 7 outcomes at [2] level (apply/assess/analyse); plus 2 entirely new outcomes (environmental cost categories A4b; quality cost categories A4c) |
| RAISED | High-low method for cost analysis | PM D2a [1] → E5 C3a [2] |
| RAISED | BSC elevated to standalone subsection | PM E1f: BSC was one outcome within the general performance analysis subsection → E5 E2: BSC is its own dedicated subsection with 4 outcomes |
| CHANGED | Linear programming approach | PM C3c: formulate AND solve multiple scarce resource problems using graphs and simultaneous equations [2] → E5 B3c/d: prepare input data for simplex packages; interpret output results [2] — hand-solving graphically/algebraically no longer required |
| CHANGED | Relevant cost concept | PM C1a: explain concept [2] → E5 B1a: explain concept [1] |
| RETAINED | ABC, target costing, life-cycle costing core | PM B1–B3 [2] → E5 A1–A3 [2] — same outcomes, same level |
| RETAINED | CVP analysis, limiting factors, pricing decisions | PM C2–C4 [2] → E5 B2–B4 [2] — same outcomes, same level |
| RETAINED | Budgeting approaches (incremental, ZBB, rolling, ABB) | PM D1 [2] → E5 C2 [2] — retained |
| RETAINED | Mix/yield variances, planning/operational variances, standard costing | PM D3–D7 [2] → E5 D1–D2 [2] — retained |
| RETAINED | Performance analysis (FPIs, NFPIs, short-termism) | PM E1 [2] → E5 E1 [2] — retained with new data challenges outcome added |
| RETAINED | Divisional performance (ROI, RI) and transfer pricing | PM E2 [2] → E5 E3 [2] — retained |
| RETAINED | Learning curve, correlation, regression, time series | PM D2 [2] → E5 C3 [2] — retained (high-low raised from [1] to [2]) |
Syllabus Breakdown
A
Information, Technologies and Systems
A1
Information systems
- Understand the role of management information systems
- Identify costs and benefits of information
- Understand ERP systems and their role in performance management
- Understand cloud computing and big data in management accounting
B
Specialist Cost and Management Accounting Techniques
B1
Cost techniques
- Apply activity-based costing and management
- Apply target costing and life-cycle costing
- Apply throughput accounting
- Apply environmental management accounting
C
Decision-Making Techniques
C1
Decision making
- Apply relevant costing techniques
- Apply CVP analysis in complex scenarios
- Apply limiting factor analysis and linear programming
- Apply pricing strategies: cost-plus, market-based, penetration, skimming
- Make decisions under risk and uncertainty: decision trees, expected values, maximin, minimax regret
D
Budgeting and Control
D1
Budgeting
- Prepare budgets using various methods: incremental, zero-based, activity-based, rolling
- Apply beyond budgeting concepts
- Evaluate behavioural aspects of budgeting
D2
Quantitative analysis
- Apply regression analysis and correlation
- Apply time series analysis and forecasting
- Apply learning curves
- Apply simulation and modelling techniques
E
Standard Costing and Variances
E1
Advanced variance analysis
- Calculate advanced variances: mix and yield, planning and operational
- Evaluate the role of standard costing in modern environments
- Apply variance analysis for performance evaluation
F
Performance Measurement and Control
F1
Performance measurement
- Apply financial performance measures: ROI, RI, EVA
- Apply non-financial performance measures
- Apply the Balanced Scorecard
- Evaluate performance in divisional structures: transfer pricing
- Evaluate performance in not-for-profit organisations
G
Data Analytics for Performance Management
G1
Data analytics
- Understand descriptive, diagnostic, predictive and prescriptive analytics
- Apply data visualisation techniques for performance reporting
- Understand the role of AI and machine learning in performance analysis
- Apply data analytics to identify performance trends and anomalies
- Understand data governance and data quality issues
- Evaluate the ethical implications of data analytics