Answer:
AS land cannot be depreciated we will first subtract the value of the land from the complex so we are left with $390,000 (490,000-100,000)
In straight line method each year the asset is depreciated by the same amount so in order to find out yearly depreciation we will divide 390,000 by 40
=9750
In 6 years the complex has depreciated for $58,500
So the current value of the apartment complex would be (490,000-58500)
The current value of the apartment complex is $431500
Explanation:
Answer:
Explanation:
Given the following data about Dayna's Doorstep Inc(DD) :
Cost given by; C = 100 - 5Q + Q^2
Demand ; P = 55 - 2Q
A.) Set price to maximize output;
Marginal revenue (MR) = marginal cost (MC)
MR = taking first derivative of total revenue with respect to Q; (55 - 2Q^2)
MC = taking first derivative of total cost with respect to Q; (-5Q + Q^2)
MR = 55 - 4Q ; MC = 2Q - 5
55 - 4Q = 2Q - 5
60 = 6Q ; Q = 10
From
P = 55 - 2Q ;
P = 55 - 2(10) = $35
Output
35(10) - [100-5(10)+10^2]
350 - 150 = $200
Consumer surplus:
0.5Q(55-35)
0.5(10)(20) = $100
B.) Here,
Marginal cost = Price
2Q - 5 = 55 - 2Q
4Q = 60 ; Q = 15
P= 55 - 2(15) = $25
Totally revenue - total cost:
(25)(15) - [100-(5)(15)+15^2] = $125
Consumer surplus(CS) :
0.5Q(55-25) = 0.5(15)(30) = $225
C.) Dead Weight loss between Q=10 and Q=15, which is the area below the demand curve and above the marginal cost curve
=0.5×(35-15) ×(15-10)
=0.5×20×5 = $50
D.) If P=$27
27 = 55 - 2Q
2Q = 55 - 27
Q = 14
CS = 0.5×14×(55 - 27) = $196
DWL = 0.5(1)(4) = $2
Answer:
d. Total assets of the current year.
Explanation:
All accounts of the current year regardless of their nature, what I mean with this is that any account could add or subtract, all that kind of operations at the end give you the total result of the current year, and every account of the respective year could be expressed as a percentage of the total assets of the respective year, for example:
Total assets year A $1000 Total assets year A 100%
cash year A $200 cash year A 20%
equipment year A $600 equipment year A 60%
buildings year A $200 buildings year A 20%
Every account correspond to the same year of the calculation.
Experienced project managers know that many things can go wrong in projects, regardless of how successfully the work is planned and executed. Component or full-project failures, when they do occur, can often be traced to a poorly developed or nonexistent WBS. A poorly constructed WBS can result in adverse project outcomes including ongoing, repeated project re-plans and extensions, unclear work assignments, scope creep or unmanageable, frequently changing scope, budget overrun, missed deadlines, and unusable new products or delivered features.
The WBS is a foundational building block to initiating, planning, executing, and monitoring and controlling processes that are used to manage projects as they are described in the PMBOK® Guide—Third Edition (PMI, 2004). Typical examples of the contribution that the WBS makes to other processes are described and elaborated in the Practice Standard for Work Breakdown Structures–Second Edition (PMI, 2006).
