The co-operative risk sharing plan is that the person who you are working with can go "out" from the co-operative plan and share with another persons your plan.
Answer: The coupon rate is 13%
Explanation:
We would first calculate the Coupon Payment and then later using the coupon payment we would compute the Coupon rate.
PV = 
+ A [![[\frac{1-\frac{1}{(1+r)^{N} } }{r} ]](https://tex.z-dn.net/?f=%5B%5Cfrac%7B1-%5Cfrac%7B1%7D%7B%281%2Br%29%5E%7BN%7D%20%7D%20%7D%7Br%7D%20%5D)
]
Where,
FV = $1,000
PV = $1,291.31
r = 8%
N = 8 Years
A = Coupon Payment
1291.31 = 
+ A ![[\frac{1-\frac{1}{(1+0.08)^{8} } }{0.08} ]](https://tex.z-dn.net/?f=%5B%5Cfrac%7B1-%5Cfrac%7B1%7D%7B%281%2B0.08%29%5E%7B8%7D%20%7D%20%7D%7B0.08%7D%20%5D)
Solve for A
A = 130.69
The coupon payment is $130
Coupon rate = (Coupon payment / Face value) x 100
= 
x 100
= 13 %
The work breakdown structure must be the basis for a project cost estimate if you plan to create a cost baseline and use earned value management as part of monitoring and controlling costs.
Work can be made more manageable and approachable by using a common productivity strategy called task breaking. The Work Breakdown Structure (WBS), one of the most significant projects management papers, is the tool that applies this technique to projects. It does it on its own, integrating scope, cost, and schedule baselines to guarantee project plans are in sync.
The Work Breakdown Structure is a "deliverable-oriented hierarchical decomposition of the work to be completed by the project team," according to the PMI Project Management Book of Knowledge (PMBOK). WBS can be divided into two categories: deliverable-based and phase-based. The deliverable-based strategy is the most popular and preferred method. The Elements listed in the first Level of the WBS are the primary distinction between the two methodologies.
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Answer:
a. Incremental analysis.
b. Sunk cost.
c. Relevant information.
d. Opportunity cost.
e. Joint products.
f. Out-of-pocket cost.
g. Split-off point.
Explanation:
a. Incremental analysis: examination of differences between costs to be incurred and revenue to be earned under different courses of action.
b. Sunk cost: a cost incurred in the past that cannot be changed as a result of future actions. Sunk cost can be defined as a cost or an amount of money that has been spent on something in the past and as such cannot be recovered.
c. Relevant information: costs and revenue that are expected to vary, depending on the course of action decided on. Hence, relevant cost are relevant for decision-making purposes but not sunk costs.
d. Opportunity cost: the benefit foregone by not pursuing an alternative course of action. Opportunity cost also known as the alternative forgone, can be defined as the value, profit or benefits given up by an individual or organization in order to choose or acquire something deemed significant at the time.
e. Joint products: products made from common raw materials and shared production processes.
f. Out-of-pocket cost: a cost yet to be incurred that will require future payment and may vary among alternative courses of action.
g. Split-off point: the point at which manufacturing costs are split equally between ending inventory and cost of goods sold. Thus, it give rise to joint products that emerge from the same raw materials and a shared manufacturing process.
The difference is called the range
