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:
Select the course of action
Explanation:
Because it’s the next step after collecting relevant information and evaluating each alternatives
Answer:
The correct option is advisor.
Explanation:
In business, advisors can be described as persons who evaluate circumstances and suggest options as what could be done during different circumstances. These options are suggested for the benefit of the company and to lead it towards success. An advisor usually evaluates the business plan for a company.
In the above-mentioned scenario, Andy is entitled to evaluate particular situations and provide better options, hence she is playing the role of an advisor.
Answer and Explanation:
The Preparation of the simple income statement and a balance sheet is shown below:-
Corporation X
Income Statement
for the Year Ended xxxx
Particulars Amount
Sales $1,000,000
Less: Cost of goods sold $500,000
Gross profit $500,000
Less: Other expenses $60,000
EBIT $440,000
Less: Interest $70,000
EBT $370,000
Less: Income tax $100,000
Net income $270,000
Number of shares outstanding $80,000
Earning per share $3.375
(Net income ÷ Number of shares outstanding)
Corporation X
Income Statement
for the Year Ended xxxx
Particulars Amount
Assets
Cash $70,000
Accounts Receivable $150,000
Inventory
Raw Material $80,000
Finished Goods $250,000
Total Current Assets $550,000
Plant & Equipment $410,000
Total Assets $960,000
Liabilities
Accounts Payable $160,000
Other Current Liabilities $60,000
Total Current Liabilities $220,000
Long term Debt $200,000
Equity $540,000
Total Liabilities & Equity $960,000
Answer:
The company's cost to produce 1,000 gallons of product B is $7,131.25.
Explanation:
This can be calculatd as follows:
Product B share of joint cost = (Product B sales value / (Product B sales value + Product A sales value)) * Cost to split-off point = ($32.20 / ($32.20 + $3.00)) * $5,500 = 0.914772727272727 * $5,500 = 5,031.25
Product B total additional separable process beyond split-off = Additional cost per gallon * Number of gallons of product B produced = $2.10 * 1,000 = $2,100
Therefore, we have:
Company's cost to produce 1,000 gallons of product B = Product B share of joint cost + Product B total additional separable process beyond split-off = 5,031.25 + $2,100 = $7,131.25
Therefore, the company's cost to produce 1,000 gallons of product B is $7,131.25.
