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.
Based on the amount of raw materials requisitioned, the journal entry to debit the Manufacturing Overhead would be $4,000.
<h3>What amount would be debited to manufacturing overhead?</h3>
The manufacturing overhead is for expenses that are not directly involved in the manufacturing process.
This is why it is the indirect material amount of $4,000 that will be debited to the manufacturing overhead account.
Find out more on manufacturing overheads at brainly.com/question/13312583.
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Answer:
D. $4,600
Explanation:
Riley's casualty cost deduction comes from the substraction between the adjusted basis, which is the net cost of an asset after adjusting for various tax-related items, and the amount the insurance paid Riley.
Answer: 2 kanban card sets will be needed.
Explanation: 20% of 10 gauges gives the safety inventory stock.
This will be 20/100 ×10=2
But 10 gauges are produced per hour out of which 2 will be kept as safety inventory stock, making it to be 10-2=8gauges per hour.
Number of kanban cards used for transporting gauges 8/5=1.6
1.6= 2to the nearest whole number.
Answer:
The correct answer is option B.
Explanation:
A cartel can be defined as a group of independent producers who come together to form a group in order to improve profits. In an oligopoly market, there are few firms in the market. The firms are such that the economic decisions of one firm or producer affects their rivals.
In such a situation, the firms come together to form a cartel to protect their interests. In a cartel, production limits are set for all producers so that the price is high. But cartels are generally short-lived.
This is because the individual producers have incentives to cheat the cartel by producing more than a set limit so that they can increase their profit and market share.
