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 A.
Explanation:
Giving the following information:
On October 1, 2014, Mann Company places a new asset into service. The cost of the asset is $80,000 with an estimated 5-year life and $20,000 salvage value at the end of its useful life.
Annual depreciation= (original cost - salvage value)/estimated life (years)
Annual depreciation= 60,000/5=12,000
3 months depreciation= 12,000/12*3= 3,000
Horizontally organised companies do not have a strict hierarchy of posts with increasing importance and allow more freedom to the employees.
Explanation:
Horizontally organised companies function very differently from traditional companies as the traditional structure is a pyramidal vertical structure.
<u>In this structure people at the top are few and are at higher positions and issue orders which are distributed by managers to employees.</u>
<u>In the horizontal structure the managers are taken out of play and even the employees make important decisions for the company.</u> This allows for greater morale and freedom but can only work for small and medium sized businesses in certain niches.
Answer:
PED = -1.4 or |1.4| in absolute values, price elastic
Explanation:
the price elasticity of demand (PED) using the midpoint method:
PED = % change in quantity / % change in price
- % change in quantity = {(Q
2 − Q1
) / [(Q2 + Q1)/2]} x 100 = {(200 − 300
) / [(200 + 300)/2]} x 100 = -100 / 250 = -0.4
- % change in price = {(P2 − P1
) / [(P2 + P1)/2]} x 100 = {(1 − 0.75
) / [(1 + 0.75)/2]} x 100 = 0.286
PED = -0.4 / 0.286 = -1.4 or |1.4| in absolute values
True
The answer to this question is true
