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:
$858,500
Explanation:
Cash paid for operating expenses = Operating expenses + Prepaid rent increase - Salaries payable increase
= $855,000 +$17,000 - $13,500
= $858,500
Answer:
The answer is D.
Explanation:
Inventory turnover is a measure of the number of times inventory is sold in a given period of time period such as in a quarter or in a year.
The formula is Cost of goods sold ÷ the average inventory.
Higher inventory is better than lower inventory because the higher the inventory turnover, the better a business is selling goods(inventories) very quickly and that demand for their product exists. While low inventory turnover depicts weaker sales and declining demand for a company's products
Answer:
$30.07
Explanation:
Rocky river company uses target pricing
The production volume is 602,000 units
The market price is $34 per unit
The total assets is $13,900,000
The desired operating income is 17% of the total assets
= 17/100 × 13,900,000
= 0.17×13,900,000
= 2,363,000
The first step is to calculate the sales value
= 602,000 ×34
= 20,468,000
The total cost can be calculated as follows
= Sales value-desired operating income
= 20,468,000-2,363,000
= 18,105,000
Therefore the target full product cost per unit can be calculated as follows
= Total cost/production volume
= 18,105,000/602,000
= $30.07
Hence the full target product cost per unit is $30.07
