Introduction
“Project risk analysis,” as described by The Project Management Institute (PMI®), “includes the processes concerned with conducting risk management, planning, identification analysis, response, and monitoring and control on a project;./…” (PMI, 2004, p 237) These processes include risk identification and quantification, risk response development and risk response control.
Because these processes interact with each other as well as with processes in other parts of an organization, companies are beginning to measure risk across all of their projects as part of an enterprise portfolio.
Risk management can be as simple as identifying a list of technological, operational and business risks, or as comprehensive as in-depth schedule risk analysis using Monte Carlo simulation. But because risk is a driver in an organization's growth – the greater the risk, the greater the reward – the adoption of a structured enterprisewide project risk analysis program will give managers confidence in their decision-making to foster organizational growth and increase ROI for their stakeholders.
Choosing the right projects
How well an organization examines the risks associated with its initiatives, how well it understands the way that projects planned or underway are impacted by risk, and how well it develops mitigation strategies to protect the organization, can mean the difference between a crisis and an opportunity.
Examples abound of companies that have seen their fortunes rise or drop based on the effectiveness of their risk management – a pharmaceutical company makes headlines when its promising new drug brings unforeseen side effects. Or a large telecom corporation pours millions of dollars into perfecting long distance, while new technologies are presenting more exciting opportunities.
Today that pharmaceutical is distracted by lawsuits and financial payouts, finding itself with a shrinking pipeline of new drugs. The telecom, on the other hand, after using a portfolio risk management software application to rationalize and rank its initiatives, made the decision to shift its research dollars away from perfecting long distance and into developing VOIP -- rejuvenating and reinforcing its leadership position.
Answer:
The correct answer is letter "B": hygiene factors.
Explanation:
According to American psychologist Frederick Herzberg (1923-2000) in his Motivation-Hygiene Theory -<em>also known as Two Factor Theory</em>- some factors lead to individuals' satisfaction and dissatisfaction at work. Achievement, recognition, and growth are examples of factors that lead to satisfaction and policies, supervision, salaries or security influence dissatisfaction.
Though, <em>solving problems related to dissatisfaction will not make employees satisfied. Herzberg concluded that the opposite of satisfaction is no satisfaction and the opposite of dissatisfaction is no dissatisfaction.</em>
Imari Brown should choose $1,000 tax credit since it reduces her taxes by $1,000. Tax credit is a big help for her because it can also reduced her tax by $1000, it is a big saving to her since she still attending community college.
Answer:
Allocated overhead= $216,000
Explanation:
Giving the following information:
Estimated overhead= $225,000
Estimated machine-hours= 25,000
At standard, each unit of finished product requires 3 machine-hours. Units of product completed 8,000 units
<u>To allocate overhead, we need to use the standard number of machine-hours that would take to produce 8,000 units.</u>
First, we need to determine the estimated overhead rate:
Estimated manufacturing overhead rate= total estimated overhead costs for the period/ total amount of allocation base
Estimated manufacturing overhead rate= 225,000/25,000= &9 per machine hour
Now, we can allocate overhead:
Allocated overhead= 9*(8,000*3)= $216,000