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.
<span>In the context of evaluating service quality, assurance refers to the knowledge and courtesy of employees and their ability to convey trust. Assurance is defined as having confidence in one's abilities and a promise, guarantee from others. In the context of evaluating service quality, having assurance means you can trust that the quality of the service being provided will be to the best of the organizations abilities. You never want to feel like you aren't sure if the quality of service you're going to be paying for may or may not be great. </span>
Answer:
yes
Explanation:
they are both professionals and either of their opinions/ suggestions would have been good, but if they both agree it's even better
Answer:
C) Inventory xxx Accounts Payable xxx
Explanation:
Accounts payable is a liability, and a liability always has a credit balance, as the amount is due to them. The company needs to pay them back.
Accordingly the company buys inventory and the inventory is an asset and thus, the company will debit the inventory account.
Whenever any purchases are made, or any service is utilized on credit then the company creates an accounts payable as a liability as against it.
Answer:
the debit entry to Interest Expense is $463,145.52
Explanation:
The computation of the debit entry to Interest Expense is given below:
= Bonds carrying value × Market rate of interest
= $3,859,546 × 12%
= $463,145.52
Hence, the debit entry to Interest Expense is $463,145.52
We simply applied the above formula and the same is to be considered
