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Yanka [14]
3 years ago
9

A project manager may also be the project champion. true

Business
1 answer:
KiRa [710]3 years ago
6 0

The statement is true. A project manager may "also" be the project champion. But it is not mandatory. But there are possibilities that the project manager is also an expert the in project he is handling. Thus, the above statement is true. If the statement would have been - The project manager will be or needs to be the project champion, then it would be false statement.

You might be interested in
Describe how you will operate your business
Allisa [31]
Describe how you will operate your business in terms of your involvement. If I were to own and operate my own business, I would make sure to have a good management team in place that can handle business happenings incase I am not able to be there. I would want to be highly involved from training employees at lower levels, to making sure those who work in high positions all carry out the same ethics I would like the company to encompass. It would be important for me to be as involved and present in the business I own as possible
6 0
3 years ago
Storm Tools has formed a new business unit to produce battery-powered drills. The business unit was formed by the transfer of se
Lilit [14]

Answer:

Storm Tools

STORM TOOLS

1. Sales Budget

For the Three Months January to March

                                                        January     February      March

Expected Cash Collections

 From Sales                                 $1,400,000  $2,275,000   $2,500,000

STORM TOOLS

2. Production Budget

For the Three Months January to March

                                             January         February           March

Production Schedule            25,000            27,500          30,000      

Cost of direct materials $1,000,000      $1,100,000   $1,200,000

STORM TOOLS

4. Direct Materials Budget

For the Three Months January to March

                                             January         February           March

Expected Cash Payments

for Materials Purchases                          $1,025,000   $1,125,000

STORM TOOLS

5. Direct Labor Budget

For the Three Months January to March

                                     January         February           March

Direct labor costs       $200,000     $220,000      $240,000

STORM TOOLS

6. Factory Overhead Budget

For the Three Months January to March

                                             January         February           March

Variable overhead       $75,000    $82,500       $90,000     $97,500

Fixed overhead             25,000       25,000         25,000       25,000

Total overhead          $100,000   $107,500       $115,000   $122,500

Depreciation cost          15,000        15,000          15,000        15,000

Cash payment for o/h $85,000   $92,500      $100,000   $107,500

STORM TOOLS

7. Ending Finished Goods Inventory

31-Mar

                       Units Per Unit     Cost Per Unit      Total

January               5,000               $51.91             $259,550

February             7,500               $51.91             $389,325

March                12,500               $51.91             $648,875

STORM TOOLS

Selling, General, and Administrative Budget

For the Three Months January to March

                                                     January         February         March

Fixed overhead:

Salaries                                       $100,000       $100,000       $100,000

Office expenses                            40,000           40,000           40,000

Advertising                                    75,000           75,000            75,000

Fixed overhead                         $215,000       $215,000          $215,00

Variable overhead                      210,000          341,250         375,000

Selling, General, and Admin.  $425,000      $556,250      $590,000

STORM TOOLS

Cash Budget

For the Three Months January to March

                                             January         February           March

Beginning cash balance   $500,000     $1,135,000       $1,461,500

Plus: Customer receipts   1,400,000      2,275,000       2,500,000

Available cash                $1,900,000     $3,410,000      $3,961,500

Less disbursements:

Direct materials                     $0           $1,025,000      $1,125,000

Direct labor                        200,000         220,000          240,000

Factory overhead                85,000            92,500          100,000  

SG&A                                  425,000         556,250         590,000

Total disbursements        $710,000     $1,893,750    $2,055,000

Cash surplus/(deficit)    $1,190,000     $1,516,250     $1,906,500

Financing:

Planned repayment         $50,000          $50,000        $50,000

Interest on note

(1/2% of unpaid balance)    5,000               4,750             4,500

Ending cash balance   $1,135,000      $1,461,500    $1,852,000

Explanation:

a) Data and Calculations:

Initial Balance Sheet on January 1:

Cash $500,000

Plant and equipment $2,500,000

Total assets $3,000,000

Notes payable $1,000,000

Residual equity $2,000,000

Total liabilities and equity $3,000,000

Repayment of note:

Note payment $50,000 per month

Accrued interest     250

Total repayment $50,250 per month

                                     January         February         March           April

Production Schedule   25,000            27,500         30,000        32,500

Cost of direct materials $1,000,000  $1,100,000   $1,200,000  $1,300,000

Ending raw materials        6,875          7,500             8,125

Production Schedule     25,000        27,500          30,000        32,500

Beginning raw materials 6,250           6,875            7,500           8,125

Purchase of materials   25,625         28,125         30,625

Cost price = $40 per drill

Payment for materials                     $1,025,000   $1,125,000    $1,225,000

Beginning Finished goods                   5,000           7,500        12,500

Production                    25,000          27,500         30,000        32,500

Ending Finished goods  5,000            7,500          12,500        15,000

Sales                             20,000         25,000         25,000        30,000

Selling price = $100 per drill

Credit sales:                $1,000,000  $1,250,000   $1,250,000  $1,500,000

40% month of sale          400,000      625,000        625,000       750,000

60% following month                           400,000        625,000      625,000

Cash sales                    1,000,000    1,250,000      1,250,000    1,500,000

Total sales collection $1,400,000 $2,275,000   $2,500,000 $2,875,000

Direct labor per drill = 20 minutes

Labor rates = $24 per hour

Variable overhead = $9 per direct labor hour

Production Schedule     25,000        27,500          30,000        32,500

Total labor hours              8,333           9,167           10,000         10,833

Direct labor costs       $200,000    $220,000   $240,000     $260,000

Variable overhead       $75,000    $82,500       $90,000     $97,500

Fixed overhead             25,000       25,000         25,000       25,000

Total overhead          $100,000   $107,500       $115,000   $122,500

Depreciation cost          15,000        15,000          15,000        15,000

Cash payment for o/h $85,000   $92,500      $100,000   $107,500

Selling, general, and administrative costs:

Fixed overhead        $215,000   $215,000      $215,000   $215,000

Variable overhead     210,000      341,250        375,000     431,250

Total selling, etc     $425,000   $556,250     $590,000 $628,250

Cost of production:

Cost of direct materials $1,000,000  $1,100,000   $1,200,000  $1,300,000

Direct labor costs            $200,000    $220,000     $240,000    $260,000

Overhead applied                97,746        107,529         117,300         127,071

Total costs of prodn.     $1,297,746  $1,427,529   $1,557,300    $1,687,071

Production Schedule          25,000         27,500         30,000          32,500

Cost per unit                   $51.91               $51.91         $51.91           $51.91

7 0
3 years ago
True or false: The first decision that is necessary to make merchandise flow is to choose a transportation company.
pantera1 [17]

Answer:

False

Explanation:

What is a transportation company called?

  • Courier companies are usually spin-offs from freight forwarders.
  • There are various types of courier companies, such as airfreight courier companies or road couriers.

To learn more about it, refer

to brainly.com/question/25689052

#SPJ4

8 0
2 years ago
University Car Wash built a deluxe car wash across the street from campus. The new machines cost $213,000 including installation
djyliett [7]

Answer:

The depreciation schedule for six years is attached below.

Explanation:

8 0
3 years ago
A woman arrives at the clinic for a pregnancy test. The first day of her last menstrual period (LMP) was February 14, 2013. Her
Aneli [31]

Answer:

a) November 21, 2013

Explanation:

The expected date of birth (EDB) would be calculated using Naegele's Rule and it is based on a normal 28 days menstrual cycle. The steps are as follows:

First, we need to identify the first day of the last menstrual period (LMP). Then we would count it back to three calendar months from that date. Finally, we would add 1 year and 7 days to that date.

In which case, the first day of LMP is February 14, 2013. Going back three months the date would be November 14, 2012. Finally, when we add 1 year and 7 days it would bring you to November 28, 2013, as the estimated due date.

5 0
3 years ago
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