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:
Airline 2 offers low prices on long-distance flights and has long service times for its planes between flights.
Explanation:
Low Cost providing strategy is the strategy in which the services are provided at a lower cost and but the quality of service is acceptable, and is in fact good.
Where the price along with quality is decreased the low cost strategy is not followed.
As in the case of Airline 2 the cost is decreased for passengers and at the same time the service is also decreased.
As there is a long gap of time in between the flights.
Answer:
Price of One Bush is $ 23
Explanation:
Suppose
bushes = B
trees = T
According to given condition:
13B + 4T = 487 (Eq: 1)
6B + 2T = 232 (Eq: 2)
Multiplying (Eq: 2) by 2
12B + 4T = 464 (Eq: 3)
Substractign (Eq: 3) from (Eq: 1)
13B + 4T - (12B + 4T) = 487 - 464
13B + 4T - 12B - 4T = 23
B = 23
By putting value of B in (Eq: 1)
(13 x 23) + 4T = 487
299 + 4T = 487
4T = 487 - 299
4T = 188
T = 188 / 4
T = 47
Price of One Bush = B = 23
<span>The basic earning per a share can be calculated by dividing the net income after taxes by the number of shares outstanding. Thus we have that the basic earning per share is 3,750,000/18,250,000 = .20547 dollars per share. The basic earning per share for peak performance is .205 dollars per share.</span>
Answer:
U shaped Curves are all of the three : A marginal cost curve , B average variable cost curve , C average (total) cost curve
Vertical Distance between B) Average Variable Cost Curve , C) Average Total Cost Curve is Average Fixed Cost
Explanation:
Marginal Cost [MC] is addition to total cost, when an additional unit of output is produced. It is the rate of change in Total Cost. As total cost increases at decreasing rate first, then at increasing rate ; MC curve falls first & then rises & hence is U shape
Average Cost [AC] is average total cost per unit of output. It is also U shape as it falls first & then rises, due to total cost first increasing at decreasing rate & then increasing at increasing rate.
Total Cost [TC] changes only due to change in total variable cost [TVC] , as total fixed cost is constant. So, TVC changes in same pattern as TC, first at decreasing rate & then at increasing rate. This makes Average Variable cost [AVC] rise first, fall then i.e U shape
Total Cost is the total production expenditure on all (fixed & variable) factors of production.
TC = TFC (total fixed cost) + TVC
AC = AFC (average fixed cost) + AVC
AC - AVC = AFC. Difference between AC & AVC is AFC. This distance keeps on falling with increase in output but never becomes zero (the curves keep on coming closer but never intersect). Such because TFC is constant, AFC = TFC / Q keeps on falling with increase in output
