BUS472LFINAL_8_22_23 (1)

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ECPI University, Virginia Beach *

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472L

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Finance

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Feb 20, 2024

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Directions: 1 - Financial Models calculate the NPV, IRR, Payback period, Discounted pa Years Undiscounted Cash Inflows Intere Year 0 ($ Outlay) ($1,000,000) Year 1: $250,000 (1+0.3)^1 Year 2: $250,000 (1+0.3)^2 Year 3: $375,000 (1+0.3)^3 Year 4: $375,000 (1+0.3)^4 Year 5: $250,000 (1+0.3)^5 A. NPV: $370,380.39 IS NPV GO B. IRR: 15% IS IRR GOO C. Undiscounted Payback Period: 3.7 IS SHORTER OR L D. Discounted Payback Period 3.5 IS SHORTER OR L E. Profitability Index 0.63 IS THIS A Project A Data Investment Required: ($1,000,000) Discount Rate: 3% Cash Inflows over 5 years: Year 1 $250,000 Year 2 $250,000 Year 3 $375,000 Year 4 $375,000 Year 5 $250,000 $1,500,000 Formula for positive yea Profitability
ayback period and profitability Index for this project per the data given below. Answer the qu est Factor Discounted Cash Inflows Undiscounted Payback Period ($1,000,000) 1.03 $242,718.45 ($750,000) 1.06 $235,648.98 ($500,000) 1.09 $343,178.12 ($125,000) 1.13 $333,182.64 $250,000 1.16 $215,652.20 OOD OR BAD? Good Good NPV = positive NPV Value OD OR BAD? Good Good IRR = IRR > Discount Rate LONGER PB BETTER? Shorter LONGER PB BETTER? Shorter A GOOD PI? Bad If PI < 1.00 = BAD r exact discount period : ar + prior year negative/positive year positive Index Formula: (-outlay + NPV) -outlay
uestions. Complete everything in yellow. Discounted Payback Period ($757,281.55) ($521,632.58) ($178,454.45) $154,728.19
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2 - Network Diagram Activity & Data Table ID Activity Dur Pred. Succ. A. Start Planning Phase 2 B B. Hire Team 1 A C, D C. Train Team 2 B E D. Manage stages of Team Development 3 B F E. Start Implementing Project 4 C G F. Meet Milestones 2 D G G. Control 2 E,F H H Project Close 3 G 19 0 2 A 0 0 START
3 2 5 C 3 0 5 2 2 1 3 B 2 2 0 3 3 3 6 D KEY 4 1 7 ES D EF ID LS F LF Directions: A. Populate the all data in the Nodes with appropriate data from the table B. Use calculations
5 4 9 E 5 0 9 9 2 11 11 G 9 0 11 11 6 2 8 F 7 1 9
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3 14 H 0 14 ` FINISH
3 - RIM (Risk Impact Matrix) RIM: Risk Impact Mat PROJECT IMPACT High Medium Probability of Occurrence High A,B,G Med C,F Low E D ID Risks Probability of Occurrence A. Delayed Planning Phase 3 B. Failure to Hire Effective Team 3 C. Failure Train Team 2 D. Manage stages of Team Development 1 E. Delayed Implementing Project 1 F. Failure to Meet Milestones 2 G. Delay to Project Close 3
Scoring: 3 is High 2 is medium 1 is low Color Coat Rules RED (Most Significant) H/H, H/M, H/L BlUE (Important) M/H, M/M, M/L GREEN (Trivial) L/H, L/M, L/L
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trix Directions: Step 1 - populate the grid per the data provi Step 2 - Color coat the grid according to the Low Impact 3 3 3 2 3 3 3
ided in the risk table e rules provided in the table.
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4 - Descriptive Statistics Data Set #1 Data Set#2 $ 6,657,536 $ 8,500,000 $ 5,263,222 $ 7,500,000 $ 3,899,355 $ 5,000,000 $ 3,831,276 $ 4,980,000 $ 2,863,562 $ 3,500,000 $ 2,420,101 $ 3,200,000 $ 1,520,398 $ 2,800,000 $ 1,208,031 $ 2,300,000 $ 982,625 $ 1,800,000 $ 867,270 $ 1,500,000 $ 755,674 $ 1,200,000 $ 368,113 $ 1,000,000
Directions: 1. For each Data Set, run descriptive statistics 2. Use the data analysis toolkit 3. Place the 2 sets of results in field below. 4. Calculate the differences. Statistic Type Data Set #1 Data Set#2 Differences Mean 2,553,097 3,606,667 1,053,570 Standard Error 576,959 705,787 128,828 Median 1,970,249 3,000,000 1,029,751 Mode #N/A #N/A #N/A Standard Deviation 1,998,644 2,444,918 446,274 Sample Variance 3,994,579,727,777 5,977,624,242,424 1,983,044,514,647 Kurtosis (0) 0 0 Skewness 1 1 0 Range 6,289,423 7,500,000 1,210,577 Minimum 368,113 1,000,000 631,888 Maximum 6,657,536 8,500,000 1,842,464 Sum 30,637,161 43,280,000 12,642,839 Count 12 12 -
5 - Regression Analysis Directions Indep. Variable Dep. Variable X Y $ 6,657,536 $ 8,500,000 January $ 5,263,222 $ 7,500,000 February $ 3,899,355 $ 5,000,000 March $ 3,831,276 $ 4,980,000 April $ 2,863,562 $ 3,500,000 May $ 2,420,101 $ 3,200,000 June $ 1,520,398 $ 2,800,000 July $ 1,208,031 $ 2,300,000 August $ 982,625 $ 1,800,000 September $ 867,270 $ 1,500,000 October $ 755,674 $ 1,200,000 November $ 368,113 $ 1,000,000 STEP #2 Last Step (answer question): Look at Rsquared field. Is it greater than 75%? If yes, then there is a strong relationship between the data sets. Is there a strong relationship between the Y & X data? YES
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s: do steps 1 and 2 below: How to Run a Regression Model Run Simple Linear Regression Model here (using the Data Analysis Toolpak). a. Click Data b. Click on data analysis c. select Regression d. input box will appear for regression. e. Click arrow to select your X data (select all data in yellow) f. Click arrow to select your Y data (select all data in blue) g. Make sure that "labels" button is checked h. Select area where output is to appear (see field below) I. Click Start STEP#1: Run Regression Mode SUMMARY OUTPUT Regression Statistics Multiple R 0.9913845371 R Square 98.28% Adjusted R Squa0.9811276305 Standard Error 335874.87807 Observations 12 ANOVA df SS MS F Significance F Regression 1 6.4625747E+13 64625747329482 572.8626857043 3.6846590777E-10 Residual 10 1128119337185 112811933718.5 Total 11 6.5753867E+13 Coefficients Standard Error t Stat P-value Lower 95% Intercept 510401.31 161666.32 3.16 0.01 150186.31 X 1.21 0.05 23.93 0.00 1.10
Upper 95% 870616.31 1.33
6 - EVM (Earned Value Management) Directions: in Pa Part 1: BAC: $1,000,000 6-Month Project Month 1 Month 2 Month 3 Measurement 16.67% 33.33% 50.00% BUDGET Earned Value $166,666.67 $333,333.33 $500,000.00 Actual Cost $100,000.00 $ 350,000.00 $425,000.00 Cost Variance $66,666.67 ($16,666.67) $75,000.00 Cost performance Index 1.67 0.95 1.18 SCHEDULING Planned Value $ 150,000.00 $ 300,000.00 $ 500,000.00 Schedule Variance $16,666.67 $33,333.33 $0.00 Schedule Performance Index 1.11 1.11 1.00 Estimate at Completion $600,000.00 $1,050,000.00 $850,000.00 Variance at Completion $400,000.00 ($50,000.00) $150,000.00 Estimate to Completion $500,000.00 $700,000.00 $425,000.00 Interpretations: CPI: 1.00 > = under budget 1.00 < = over budget CV: Negative = over budget Positive = under budget SPI: 1.00 > = ahead of schedule 1.00 < = behind schedule VAC: Positive = under budget Negative = over budget ESTIMATING/ FORCASTTING
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art 1, complete the yellow fields in the grid. Month 4 Month 5 Month 6 66.67% 83.33% 100% $666,666.67 $833,333.33 $1,000,000.00 $666,666.67 $900,000.00 $985,000.00 ($0.00) ($66,666.67) $15,000.00 1.00 0.93 1.02 $ 610,000.00 $ 800,000.00 $ 950,000.00 $56,666.67 $33,333.33 $50,000.00 1.09 1.04 1.05 $1,000,000.01 $1,080,000.00 $985,000.00 ($0.01) ($80,000.00) $15,000.00 $333,333.34 $180,000.00 $0.00
7 - Control Chart Mean 14.38 Standard Deviation 4.04 Mean+(3*SD) Mean-(3*SD) Upper Lower Date Measurement Mean UCL LCL 2/1/2014 17 14.38 26.49 2.27 2/2/2014 12 14.38 26.49 2.27 2/3/2014 20 14.38 26.49 2.27 2/4/2014 13 14.38 26.49 2.27 2/5/2014 13 14.38 26.49 2.27 2/6/2014 18 14.38 26.49 2.27 2/7/2014 16 14.38 26.49 2.27 2/8/2014 17 14.38 26.49 2.27 2/9/2014 17 14.38 26.49 2.27 2/10/2014 12 14.38 26.49 2.27 2/11/2014 11 14.38 26.49 2.27 2/12/2014 20 14.38 26.49 2.27 2/13/2014 12 14.38 26.49 2.27 2/14/2014 17 14.38 26.49 2.27 2/15/2014 19 14.38 26.49 2.27 2/16/2014 20 14.38 26.49 2.27 2/17/2014 10 14.38 26.49 2.27 2/18/2014 7 14.38 26.49 2.27 2/19/2014 15 14.38 26.49 2.27 2/20/2014 12 14.38 26.49 2.27 2/21/2014 6 14.38 26.49 2.27 2/22/2014 12 14.38 26.49 2.27
Directions: Complete the calculations in the yellow shaded cells. Step #1: calculate the mean in Cell E4 Step#2: calculate the standard deviation in Cell E5 Step #3: Apply the mean to all cells in the Mean column Step #4: Calculate the UCL using the formula (apply same value to all cells in column) Step #5: Calculate the LCL using the formula (apply same value to all cells in column) Step #6: hilight data in Measurements, Mean, UCL, LCL and thewn go to insert ---> insert a l Insert Line Graph here 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 0 5 10 15 20 25 30 Projecet Quality Control Chart Measurement Mean UCL LCL DAYS MEASURELMENTS
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line graph.
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8 - Frequency Distribution Tables in Data Analysis Raw Data Results Survey on Team Effectivness for Stakeholders Q1 Q2 Q3 Q4 Q5 1 1 1 1 5 3 2 1 1 1 5 3 3 1 1 1 5 3 4 2 1 1 5 3 5 2 1 1 1 3 6 2 1 1 1 3 7 1 3 3 2 3 8 1 3 3 2 3 9 2 3 3 2 2 10 3 3 3 2 2 11 3 2 4 2 2 12 3 2 4 2 2 13 2 2 4 1 2 14 2 4 4 1 2 15 1 4 5 1 2 16 4 4 5 1 2 17 5 4 5 1 2 18 3 4 5 1 2 19 3 4 5 1 2 20 3 4 5 1 2 Additional Data: Respondant Totals Number Proportion Respondants 20 100% 1 Vendors 5 25% 2 Client 5 25% 3 Internal Partners 10 50% # of Sunveys Expectation: Team will perform at ≤ 2.51
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Directions: Answer part 1 and part 2 below: Part 1. Frequency Distribution Table Rating Q1 Q2 Q3 Q4 1 6 6 6 10 2 6 3 0 6 3 6 4 4 0 4 1 7 4 0 5 1 0 6 4 SUM 20 20 20 20 Mean 2.25 2.60 3.20 2.10 Overall Mean Survey Questions: 1. The Team was observed working well together with a sense of common purpose and willingness to work towards achieving Project Objectives. 2. Every Team member treated requests with urgency and importance. 3. Team members always had a positive attitude whren working with me and/or my group. 4. All noticeable conflict seemed to be resolved quickly and respecttfully. 5. Overall, this was an effective project team in my opinion.
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Part 2. Answer Question below: Did Team Performance meet Expectations? Why? Yes Expectation: Team will perform at ≤ 2.51 and the team gotn 2.51
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Q5 0 12 8 0 0 20 2.40 2.51
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9 - Time Phased Budget Directions: using the data in the table below, p Activity/Budget Allocation ID Activity Proportions Dollars A. Surveying 10% $100,000 B. Lot work 10% $100,000 C. Lay the foundation 20% $200,000 D. Pipe (plumbing) 7% $70,000 E. Electrical work 10% $100,000 F. Structural work 20% $200,000 G. Landscaping 13% $130,000 H Windows, Doors, Roof 10% $100,000 $ 1,000,000.00 ID Activities January A Surveying $100,000 B Lot work C Lay the foundation D Pipe (plumbing) E Electrical work F Structural work G Landscaping H Windows, Doors, Roof Totals by Month $100,000 Cum.Totals $100,000
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please complete the time phased budget. Be sure to input all data using formulas. Table Time NOTES Note: tie all formu January Total Budget February - March (split 50/50 between months) March April April - May - June (split in thirds) May May - June (split 50/50 between months) June TIME PHASED BUDGET February March April May June $50,000 $50,000 $200,000 $70,000 $33,333 $33,333 $33,333 $200,000 $65,000 $65,000 $100,000 $50,000 $250,000 $103,333 $298,333 $198,333 $150,000 $400,000 $503,333 $801,667 $1,000,000
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ulas to this $1M! $1,000,000 Totals by Activity $100,000 $100,000 $200,000 $70,000 $100,000 $200,000 $130,000 $100,000 $1,000,000
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10 - Cost Estimation Types Directions: Complete the estimation grid cells per the 5 Estimate COST ESTI Estimate Types Standard Errors Initial Estimate Preliminary (ball park) -25% 25% $10,000 Middle of the Road -15% 15% $10,000 Definitive -5% 5% $10,000 Preliminary (ball park) -25% 25% $52,000 Middle of the Road -15% 15% $52,000 Definitive -5% 5% $52,000 Preliminary (ball park) -25% 25% $65,000 Middle of the Road -15% 15% $65,000 Definitive -5% 5% $65,000 Preliminary (ball park) -25% 25% $107,000 Middle of the Road -15% 15% $107,000 Definitive -5% 5% $107,000 Preliminary (ball park) -25% 25% $156,000 Middle of the Road -15% 15% $156,000 Definitive -5% 5% $156,000 ESTIMATIONS 1. You are given an estimate of $10,000. (Compute the best case and worst case of a 2. You are given an estimate of $52,000. (Compute the best case and worst case of 3. You are given an estimate of $65,000. (Compute the best case and worst case of 4. You are given an estimate of $107,000. (Compute the best case and worst case o 5. You are given an estimate of $156,000. (Compute the best case and worst case o
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es given at the bottom. NOTE: every cell should have a formula. IMATION Standard Error (-) Standard Error (+) Best Case Worse Case in Dollars in Dollars in Dollars in Dollars ($2,500) $2,500 $7,500 $12,500 ($1,500) $1,500 $8,500 $11,500 ($500) $500 $9,500 $10,500 ($13,000) $13,000.00 $39,000 $65,000 ($7,800) $7,800.00 $44,200 $59,800 ($2,600) $2,600.00 $49,400 $54,600 ($16,250) $16,250 $48,750 $81,250 ($9,750) $9,750 $55,250 $74,750 ($3,250) $3,250 $61,750 $68,250 ($26,750) $26,750 $80,250 $133,750 ($16,050) $16,050 $90,950 $123,050 ($5,350) $5,350 $101,650 $112,350 ($39,000) $39,000 $117,000 $195,000 ($23,400) $23,400 $132,600 $179,400 ($7,800) $7,800 $148,200 $163,800 all three estimation types) all three estimation types) all three estimation types) of all three estimation types) of all three estimation types)
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11 - PERT FORMULAS Directions: Complete DURATION ESTIMATES Activities Optimistic Pessimistic Most Likely PERT 3 - Point A 5 15 10 10.00 B 10 20 15 15.00 C 15 25 20 20.00 D 20 30 25 25.00 E 25 35 30 30.00 F 30 40 35 35.00 G 35 45 40 40.00 H 40 50 45 45.00 I 45 55 50 50.00 J 50 60 55 55.00 ACTIVITY VARIANCES USING PERT A Hours Planned Hours Planned SUM B Optimistic Pessimistic C 5 15 20 2.78 D 10 20 30 2.78 E 15 25 40 2.78 F 20 30 50 2.78 G 25 35 60 2.78 H 30 40 70 2.78 I 35 45 80 2.78 J 40 50 90 2.78 K 45 55 100 2.78 PERT ACTIVITY VARIANCE
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e all Columns flagged in yellow. Please USE FORMULAS! FORMULAS: 1.67 1.67 PERT 3-Point = (Pessimistic + (4* Most Likely)+ Optimistic)/6 1.67 1.67 PERT Activity Variance = ((Pessimistic-Optimistic)/6)^2 1.67 1.67 1.67 1.67 1.67 1.67 PERT α PERT α= (Pessimistic - Optimistic)/6
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12 - Range Estimations Directions: Pleas Bottom Up - Range Estimating Table WBS ID Description DAYS Low Average High Range 100 Get Approval 2 5.0 4 2 101 Design Layout of Booth 5 12.5 10 5 102 Identify Customers 3 8.5 7 4 103 KIOSK Contract 7 17.5 14 7 104 Construct KIOSK 0.5 1.3 1 0.5 105 Design Brochures 8 20.0 16 8 106 Trade Journal Ads 5 10.5 8 3 107 Set up booth 0.5 1.3 1 0.5 108 Set up Visuals 0.75 1.4 1 0.25 109 Lay out brochures/hand outs 0.1 0.6 0.5 0.4 110 Set up Lighting 0.75 1.4 1 0.25 TOTALS 32.6 79.8 63.5 30.9
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se complete all columns in yellow using formulas. Be sure to answer the question as well. Risk Level Final Duration Risk Limits 4 5.0 4 Highest Risk Maximu 2 5 3 Moderate to High Risk 3 8.5 2 Moderate Risk Ran 2 7 1 Low Risk Lo 4 1.3 2 8 2 3 2 0.5 3 1.4 1 0.1 4 1.4 41.10 What is the total duration for this project? The total duration is: 41.10 days.
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um Days nge ow
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13 -Communication Channels n (n-1) n*(n-1)/2 # of Stakeholders 5 4 10 10 9 45 15 14 105 20 19 190 25 24 300 30 29 435 35 34 595 40 39 780 n = # of stakeholders C = # of communication channels CC = Communication Channels CCPM = Communication Channels Per Member # of Communication Channels per Member # of Communication Channels (BEFORE)
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given (AFTER - BEFORE) (BEFORE - AFTER) Increased Channels Decreased Channels 15 5 -5 50 5 -5 110 5 -5 200 10 -10 310 10 -10 500 65 -65 600 5 -5 800 20 -20 # of Communication Channels (AFTER)
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14 - Depreciation (Straight Line Method) Assets Table Asset Useful Life Asset Cost Residual Value Value for Year 0 Truck 10 $50,000 5,000 45,000 Machine 7 $100,000 10,000 90,000 Building 15 $1,000,000 $150,000 850,000 Straight Line Depreciation Formula: Asset Cost - Residual Value Useful Life
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Directions: Step 1 - Complete the Values for Year Zero on the Assets Table Step 2 - Input the Year 0 Values on the Depreciation Schedule Step 3 - Calculate the yearly depreciation expense for each asset up to the max useful life. Step 4 - SUM all totals at the end of the Depreciation Schedule. Depreciation Schedule Year Truck Machine Building Year 0 $45,000 $90,000 $850,000 Year 1 $ 4,500.00 $12,857.14 $56,666.67 Year 2 $ 4,500.00 $12,857.14 $56,666.67 Year 3 $ 4,500.00 $12,857.14 $56,666.67 Year 4 $ 4,500.00 $12,857.14 $56,666.67 Year 5 $ 4,500.00 $12,857.14 $56,666.67 Year 6 $ 4,500.00 $12,857.14 $56,666.67 Year 7 $ 4,500.00 $12,857.14 $56,666.67 Year 8 $ 4,500.00 $56,666.67 Year 9 $ 4,500.00 $56,666.67 Year 10 $ 4,500.00 $56,666.67 Year 11 $56,666.67 Year 12 $56,666.67 Year 13 $56,666.67 Year 14 $56,666.67 Year 15 $56,666.67 Totals $ 45,000.00 $90,000.00 $850,000.00
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Calculating IRR Compute the internal rate of return for the cash flows of the following two projects: Year                       Project A                              Project B 0                              -$7,300                                 -$4,390 1                              3, 940                                    2,170 2                              3,450                                     2,210 3                              2,480                                     1,730
Problem #1: For the following cash flows, (receipt of 10,000 at t=0; payment of 15,000 at t=1; receipt of 12,000 at t=2; and receipt of 12,000 at t-6), various interest rates are applied: 3% for year 1; 4% for year 2, 5% for years 3 and 4, and 6% for years 5 and 6. Find the equivalent net value at t=5, i.e., Fs=? 10,000 12,000 3% 4% 5% 0 1 2 I 15,000 F₂-? I 12,000 5% 6% 6% m
Assume that an investment provides the following cash inflows over a three-year period: Year 1 Year 2 Year 3 Total $5,000 5,000 7,000 $ 17,000 Click here to view Exhibit 12B-1 and Exhibit 12B-2, to determine the appropriate discount factor(s) using the tables provided. Assuming a discount rate of 17%, what is the present value of these cash inflows?
Consider the following cash flows: Cash Flow -$4,800 1,400 2,500 1,200 900 Year What is the payback period for the cash flows? (Do not round intermediate calculations and round answer to 2 decimal places, e. 32.16.) Payback period years -23 4
1) Find the PW, AW and FW of the following cashflow if the interest rate compound semiannually. P-7 i-10% --14%- Year $100 $100 S100 $100 $100 S160 $160 SIG0
Question: Compute the future value of a $105 cash flow for the following combinations of rates and times.&n...   (2 bookmarks)   Compute the future value of a $105 cash flow for the following combinations of rates and times. (Do not round intermediate calculations. Round your answers to 2 decimal places.) a. r = 8%; t = 10 years b. r = 8%; t = 20 years c. r = 4%; t = 10 years d. r = 4%; t = 20 years
What is the payback period for the following set of cash flows? Year Cash Flow -$ 0 3,600 1 2,800 2 2,100 3 2,900 4 2,800
k What is the payback period for the following set of cash flows? Year Cash Flow -$ 6,100 2,900 2,400 2,500 2,400 O 1 234
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