Use the following payoff table to complete parts (a) through (j). The probability of event 1 is 0.30, the probability of event 2 is 0.50, and the probability of event 3 is 0.20. d. Compute the expected opportunity loss (EOL) for each action. EOL(A) = $ EOL(B) = $ EOL(C) = $ (Simplify your answers.) ACTION 500 EVENT Buy 100, A (S) Buy 200, B ($) Buy 500, C (S) Demand 100, 1 300 - 300 Demand 200, 2 1,000 Demand 500, 3 400 500 500 1,000 2,500 e. Explain the meaning of the expected value of perfect information (EVPI) in this problem. Choose the correct answer below. O A. The EVPI value provides a guideline for an upper bound on how much to consider paying for better information. OB. The EVPI is the expected payoff that the company will receive with perfect information. OC. The EVPI is the value that the company should expect to pay for perfect information.
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- Sheaves Corporation economists estimate that a good business environment and a bad business environment are equally likely for the coming year. Management must choose between two mutually exclusive projects. Assume that the project chosen will be the firm’s only activity and that the firm will close one year from today. The firm is obligated to make a $4,400 payment to bondholders at the end of the year. The projects have the same systematic risk, but different volatilities. Consider the following information pertaining to the two projects: Economy Probability Low-VolatilityProject Payoff High-VolatilityProject Payoff Bad .50 $4,400 $3,800 Good .50 5,050 5,650 a. What is the expected value of the firm if the low-volatility project is undertaken? What if the high-volatility project is undertaken? (Do not round intermediate calculations and round your answers to the nearest whole dollar, e.g., 32.) b. What is the…Two new Internet site projects are proposed to a young start -up company. Project A will cost $250,000 to implement and is expected to have annual net cash flows of $75,000. Project B will cost $150,000 to implement and should generate annual net cash flows of $52,000. The compnay is very concerned about their cash flow. Using the payback period, which project is better, from a cash flow standpoint?1.15 Given the following financing project being considered by a venture firm, find the probability of completing the path with the longest expected duration by 17 weeks. By 24 weeks. By what date is management 90 percent sure that this path will be completed? refer to first pic If the venture firm can complete the project for the customer within 18 weeks, it will receive a bonus of $10,000. But if the project delays beyond 22 weeks, it must pay a penalty of $5,000 due to lost opportunity. If the firm can choose whether or not to bid on this project, what should its decision be if the project is only a breakeven one normally? Figure 8.15a shows the network. refer to second pic
- Management Firm is a consulting company that specializes in the development of decision support systems. Time (Weeks) Activity Description ImmediatePredecessor Optimistic Most Probable Pessimistic A Report generation 2 8 12 B Web scraping 4 9 11 C Testing A, B 1 1 1 (A) Based solely on the critical path, estimate the probability that the project will be complete within 11 weeks. (Round your answer to four decimal places.) (b) Using all paths through the project network, estimate the probability that the project will be complete within 11 weeks. (Round your answer to four decimal places.)A project has the following risks. 40% chance of schedule delay costing $3,000 20% chance of success of a new methodology saving $4,000 a 50% chance of a legal obligation which costs $3,000 a 50% chance of unexpected savings of $10,000 What is the expected monetary value of this project? $20,000 $8,000 -$1,400 $3,100For this assignment, you will design a risk management plan for a project titled “prolonged waiting times for patients in a large outpatient hospital” that will include the following elements: Risk Register/Matrix (list of at least 5 (five) risks along with the associated impact and probability scores along with risk score) Contingency plan (list of any risks you will plan for in advance along with what triggers the contingency). Be sure to include any information useful to stakeholders on the rationale for the creation of these elements as well as any outside references supporting the risk management plan.
- The chart below shows the initial investment and expected yearly payback for Project A and Project B Project A Project B Initial Investment $ 300,000 $ 450,000 Expected Yearly PayBack $ 45,000 $ 90,000 For Project A, There has been a change in the expected yearly payback. Years 1 and 2 – you are expecting $45,000 each year. For the next three years, you are expecting $70,000 each year. What would be the average ROI for this alternative?Create a risk matrix in the style of Figure 17.13 for this project. Use a vertical scale of $0 to $80.Which event should the project manager be most concerned about?Event Probability Cost ($000)1 .25 152 .35 253 .20 554 .80 105 .10 776 .40 557 .60 50Additional Information: If TWW proceeds with the project as originally planned, there is a 40% chance that controversy about the financial "gratuity" will damage its reputation and lose $500 million in future business opportunities. If TWW spends $100 million to contract with an outside bank to oversee cash payments, the probability of this continuing controversy will decline to 20%. Choice b: Proceed with the project and contract with an outside bank. Use the following questions to explain your decision - Answer the question as the Government Representative, Mayor's Office 1. How may the supply and demand of local real estate be impacted by these decisions? 2. How may the market price of local real estate be impacted by these decisions? Question Instructions: Answer each question based on the decisions your group made. Address each question from a different perspective (from part 3) and explain the rationale behind your decisions for each question. Each…
- A new minor league baseball team is coming to town and the owners have decided to build a new stadium, either small or large. The success of the team with regard to ticket sales will be either high or low with probabilities of 0.75 and 0.25, respectively. If demand for tickets is high, the large stadium would provide a payoff of approximately $20 million. If ticket sales are low, the loss on the large stadium would be $5 million. If a small stadium is constructed, and ticket sales are low, the payoff is $500,000 after deducting the cost of construction. If ticket sales are high, the team can choose to build an upper deck, or to maintain the existing facility. Expanding the stadium in this scenario has a payoff of $10 million, whereas maintaining the same number of seats has a payoff of only $3 million. a. Draw a decision tree for this problem. b. What should management do to achieve the highest expected payoff?Create a risk matrix for this project:Event Cost ($000) ProbabilityEquipment breakdown 40 .20Vendor is late with key segment 200 .60Subcontractor has labor issues 140 .30Weather problems 15 UnknownFunding delays 50 .40 to .60Testing delays 20 .40Explain your reasoning for your placement of the events Weather problems and Funding delays.A company is considering either (1) purchasing equipment for use on a new project (purchase cost = $5,000; purchase variable cost = $50 per day) or (2) leasing this equipment from a vendor at a rate of $100 per day. An initial analysis determined that the “purchase” option break-even point is 100 days. Based on this analysis, the company should Lease the equipment if the expected project is expected to last more than 100 days Purchase the equipment if the expected project is expected to last less than 100 days Purchase the equipment if the expected project is expected to last more than 100 days No answer text provided.