## Qat1 Task 4 Essay

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#### Qat1 Task 5

...QAT1 Task 5 Revised Task A. Develop New Product 1.) Develop Thoroughly= $210,200 2.) Develop Rapidly= $55,700 Consolidate Existing Product 3.) Strengthen Products= $64,900 4.) Reap Without Investing= $6,400 Task B. The decision alternative is to develop new products thoroughly, or decision alternative 1, with the expected value (EV) of $210, 200. 1. Decision alternative 1 has the highest expected value ($210,200) of all four branches, thus making it the most favorable decision. To find expected values for each decision alternative, first you multiply the Predicted Gains (or, Payoffs) by the Probability for each States of Nature (in this case, Market Reactions: Good, Moderate, and Poor). Then, you add the totals of each Market Reaction and that becomes the expected value for each decision alternative. The highest expected value from all the decisions is generally the most favorable decision. The following are the calculations for the expected values of each of the four decision alternatives: The formula is: EV= Predicted Gains(Probability) Decision alternative 1: Good: 500,000(.4) = 200,000 Moderate: 25,000(.4) = 10,000 Poor: 1,000(.2) = 200 Total: $210,200 Decision alternative 2: Good: 500,000(.1) = 50,000 Moderate: 25,000(.2) = 5,000 Poor: 1,000(.7) = 700 Total: $55,700 Decision alternative 3: Good: 200,000(.3) = 60,000 Moderate: 10,000(.4) = 4,000 Poor: 3,000(.3) = 900 Total: $64,900 ......

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#### Qat1 Task 309.3.3-04

...company is considering two alternatives for improving profits: develop new products or consolidate existing products. If the company decides to develop new products, it can either develop several products rapidly or take time to develop a few products more thoroughly. If the company chooses to consolidate existing products, it can either strengthen the products to improve profits or simply reap whatever gains are attainable without investing more time and money in the products. Given: The “Decision Tree Chart” attachment shows the predicted gains from each decision alternative described above. Gains depend on how the market reacts to the action taken by the company. The probability of each market reaction is shown on the decision tree. Task: Develop a response to the attached decision tree chart in which you: A. Calculate the expected value for each of the four decision branches. ANSWER: To determine the Expected Value (EV) you multiple the demand probability by the payoff, then add the different states of nature for the decision alternative. EV= Demand Probability (Payoff) + Demand Probability (Payoff) + Demand Probability (Payoff) For the first decision alternation, the Develop New Product node has two types of decision alternatives: Develop Thoroughly and Develop Rapidly. The first EV for the Develop thoroughly nodes are as follows: DEVELOP THOROUGHLY: EV = 0.4($500,000) + 0.4($25,000) + 0.2($1000) EV = $200,000 + $10,000 + $200 EV =......

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#### Qat1 Task 4

...| |QAT1: Quantitative Analysis for Business | | | | | | | | | | | | | | This task requires candidates to prepare a program evaluation and review technique (PERT) chart and apply critical path method (CPM) techniques. Introduction: This task requires candidates to prepare a program evaluation and review technique (PERT) chart and apply critical path method (CPM) techniques. Given: Company A is installing a Web-based customer-feedback system to meet customer needs for quick response when rolling out new products. A new product line is rolling out in 34 weeks and the customer-feedback system must be installed and running in time for the new product launch. Table 1.1 in the attached worksheet “PERT/CPM Tables” shows three estimates of the time it will take Company A to complete each of the activities and project tasks in the customer feedback system project (optimistic, probable, pessimistic). Company B is installing a similar feedback system to accompany a new product line and originally had the same time line as Company A. Company B just announced that its......

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#### It Management Mgt2 Task 3

...| MGT2 Task 3-B | | Xemba Translations Jade Lewis May 7, 2014 Task 3- A The following are risks that are determined after a new risk assessment was conducted. Coming into the project after it started led to more risk assessment then a complete metrics review. Risks identified for Xemba Translations Telecommuters project Risk 1 Time Time is a risk for this project on several levels. 173 employees this will be affected as well as their customers. The company has agreed that this is a good move, however, if the process of setting up the equipment, managing the security and providing training goes on too long, then it will start to negatively affect the company over-all. Currently there is concern if the technology will be delivered due to an unforeseen fire, this set back will be costly in time and work. Also, a second part of time being a risk is managing faulty or dying equipment. Home offices will take longer to assess and fix in the long run. IT staff will either have travel to employee’s homes, or employees will be held up having to come into the home office for repairs. The impact is serious due to the fact it would reduce the amount of work completed, uses valuable resources that are required on-site, or lead to cost of hiring a separate support staff for the telecommuters. Initial action is to move quickly in the areas that can be moved on quickly. Also, there are several team members who are done their parts, and several who are......

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#### Qat1 Task 4

...Company A PERT/CPM Analysis | | | | | Task Detail Table 1.1 | | | | | | | | | | | | Task | Preceding Activity | Optimistic Time to Complete (weeks) | Probable Time to Complete (weeks) | Pessimistic Time to Complete (weeks) | Expected Time to Complete (weeks) | Variance (weeks) | START | | | | | | | A | START | 2 | 3 | 4 | 3 | 0.11 | B | START | 5 | 6 | 13 | 7 | 1.78 | C | A | 3 | 4 | 8 | 4.5 | 0.69 | D | B | 10 | 11 | 15 | 11.5 | 0.69 | E | C | 4 | 5 | 6 | 5 | 0.11 | F | B | 8 | 10 | 12 | 10 | 0.44 | G | F | 4 | 6 | 11 | 6.5 | 1.36 | H | D,E | 8 | 10 | 18 | 11 | 2.78 | I | G | 3 | 6 | 12 | 6.5 | 2.25 | J | H,I | 2 | 3 | 7 | 3.5 | 0.69 | END | | | | | | | Using the formulas below I inputted the values from the chart above and found my expected time and variance. Optimistic time + 4(probable time) + pessimistic time pessimistic time - optimistic time ...

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#### Jet2 Task 3 3

...local Chambers of Commerce. They can advise on which options are the best for the company. (NET, 2014) Ways to manage working capital- Having a Collection department to make sure bills are getting paid monthly from debtors. Accounts payable is another department for managing working capital. Paying bills to suppliers will show them they care about their business. (iac, 2014) Lease vs. Buy In this scenario it is better to lease, Competition Bikes will save money by not having to put out more cash or a large down payment. 4. Merger- The combining of two companies, generally by offering stockholders of one-company securities in the acquiring company in exchange for stock. The terms of the merger 1 share of competition bikes for every 3 shares of Canadian bikes company. The earnings per share before the merger is Competition bikes is .032/ share and Canadian bikes is .121. Combined is .053 Acquisition- Is the purchase of one company by another in which no new company is formed. Terms: a buyout after 5 years, earnings per share 1.43/share. With all the money that is being spent up front with net present value and an offer price of $286,000 this is to much money to pay up front for the company. I say that Competition Bikes should Merger with Canadian bikes because it makes their share of the market go up. Also it is cheaper to merger instead of acquire a new business. (iac,......

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#### Task 3

...Proposal for Online Business Expansion Part – Website Design Cost Estimates Self-Regional Healthcare “Get Fit For Your Self “ is a small Healthy Living Program located in Greenwood South Carolina. The program would like to reach more individuals in the seven counties that it serves and improve their health. The program has exceptional outcomes and customer services ratings. Currently “Get Fit for You “does not have an online strategy or a website and would like to expand its program. {Task 1 &2} have discussed the development on an online strategy for Get Fit for Yourself. This section will provide a sitemap for the website “Get Fit for Yourself” and a design for three mockup pages. The last section of this overview will provide projected web development costs and ongoing maintenance costs. Part C: Online Business Expansion and Estimated Costs Get Fit for You will use Volusion as it platform to host its website. Volusion’s ecommerce solution‘s mini plan that will have a monthly fee. This plan will provide the online store, shopping cart, checkout and 24 hour customer service. Volusion offers website design package allowing use of current logos and materials .The package includes ongoing changes to the website. This will give Get Fit for you current logos and materials. Volusion also offers search engine optimization (SEO) tools to help customers to be able to easily find the website. Volluiosn only fully integrates with Authorize. Net and this will provide......

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#### Qat1 Task 3

... Q* = 488 In order to determine the order size for Company A in the given scenario that would minimize total annual cost, I used the economic order formula. In the scenario, demand, ordering cost, unit cost and holding cost rate was given. With the numbers given I was able to determine the holding cost (per unit cost of inventory) * (holding cost rate) = holding cost. 400*.05=$20. Once this was determined, I input the numbers into the formula. I calcualted the the formula then took the square root. The answer for the order size is 488. TASK B: Company B: Demand (D) = 910,000 units per year Q* = = (2*910000)*400 = 728,000,000 64458333.33 8028.59 12*(1-(910000/15470000)) 11.29411765 Production (P) = 15,470,000 units per year Production Setup Cost (Co) = $400 per order Per Unit Cost of inventory = $200 Holding cost rate = 6% Holding cost(Ch) = $200(.06) = $12.00 Q* = In order to determine the order size for Company A in the given scenario......

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#### Qat1

...espondence concerning this article should be addressed xxxxxx, care of Western Governors University. E-mail: xxxxx@wgu.edu QAT1 Task 2: Competency 309.3.1-03, 11, 12 Determine the equations for each of the three constraints. Nutrient C : 4x + 4y ≤ 30 Flavor A : 12x + 6y ≤ 72 Color : 6x + 15y ≤ 90 Identify each constraint as Minimum or Maximum. Nutrient C constraint is a Maximum Flavor A constraint is a Maximum Color is a Maximum Determine the total contribution to profit that lies on the Object Function as plotted on the graph. By visual observation the objective function line indicates shows Brand X = 3 and Brand Y = 4. Using these values and the objective function of 30y + 40x = 30*4 +40*3 = 240 Determine how many cases of each type should be produced to generate the greatest profit. Solving for the intersection of Color (4x + 4y = 30) and Nutrient (6x + 15y = 90) yields the values of Y = 5 case and X = 2.5 cases for a total of 7.5 Cases. Entering these values into the objective function: 30y + 40x = 30*5 + 40*2.5 = 250 Solving for the intersection of Flavor (12x + 6y = 72) and Color (4x + 4y = 30) yields the values of Y = 3 and X = 4.5 cases for a total of 7.5 cases. Entering these values into the objective function: 30y + 40x = 30*3 + 40*4.5 = 270 Solving for the intersection Flavor (12x + 6y = 72) and Nutrient (6x + 15y = 90) yields the values of Y = 4.5 and X =3.75 for a total of 8.25 cases. Entering these values into the objective......

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#### Task 3

...Strategic Recommendations for Anne Ewers Regarding the Merger of the Utah Symphony Orchestra and the Utah Opera Company Nanette Riggs 288311 JFT2 Task 2 28 May 2014 RIGGS 288311 JFT2 TASK 2 A1. Financial and Leadership Strengths and Weaknesses of the Utah Symphony (USO). Financial makeup: The majority of income for the USO is generated through ticket sales, individual contributions, business and foundation giving, government grants, and endowment and investment income. The majority of expenses for the USO are orchestra salaries including related benefits and payroll taxes, as well as management costs, and fund-raising expenses such as bad debt charges due to pledges that went unpaid. Strengths: The USO has a historical budget of approximately 12 million dollars, with a net surplus of about $116,000 for years 2000-2001. The USO generates substantial revenue through strong ticket sales, resulting from over 200 performances on a year round schedule. Historically, this amounted to approximately 3.8 million dollars, with a projected increase in the coming year to over 4.5 million dollars. USO also realizes about 25% of its operating budget from grants, and while the amount is projected to dip slightly for the next year, it will remain close to 25% of the operating budget. During a time of financial hardship for the performing arts, the USO realized strong contributions from business and foundation giving of over 4.4 million dollars in the previous year, with projected......

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#### Qat1 Task 5

...Quantitative Analysis for Business (QAT1) Submitted 05/05/2015 Assignment 309.3.3-04 Version LMF5-28 Student: Richard McClanahan Student ID: 000343792 TASK #5 Answer Task 5A Calculate the expected value for EACH of the four decision branches. 1. Develop Thoroughly: GOOD) $500,000 (0.45) = $225,000 MOD.) $25,000 (0.10) = $2,500 POOR) $1,000 (0.45) = $450 TOTAL EXPECTED VALUE: $227,950 2. Develop Rapidly: GOOD) $500,000 (0.52) = $260,000 MOD) $25,000 (0.23) =$5,700 POOR) $1,000 (0.25) =$250 TOTAL EXPECTED VALUE: $265,950 3. Strengthen Products GOOD) $2,000 (0.33) = $660 MOD) $10,000 (0.52) = $5,200 POOR) $3,000 (0.15) = $450 TOTAL EXPECTED VALUE: $6,310 4. Reap without investing GOOD) $10,000 (0.33) = $3,300 POOR) $1,000 (0.67) = $670 TOTAL EXPECTED VALUE: $3,970 EXPLINATION: We take the projected payoff and multiply that payoff by the probability factor. So if the good payoff to develop a product rapidly is $500,000, we then multiply that by the probability factor of 52%, or 0.52. That gives us a probable payoff of $260,000. Following this simply process, we extrapolate these results as listed above. ANSWER TASK 5B After calculating the total expected value for each decision alternative, the most profitable decision would be to RAPIDLY DEVELOP new products for a......

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#### Qat1 Task 1

...0.02 0.02 0.02 2 Category 2 $ 23.00 0.35 0.35 0.37 37 Category 3 $ 24.00 0.16 0.16 0.53 53 Category 4 $ 25.00 0.44 0.44 0.97 97 Category 5 $ 28.00 0.03 0.03 1 100 Category 6 0 1 100 Total 1 The probability for each cost is shown. The total of probability is 1. We find the cumulative probability to assign range to each category. Each category is represented by a range of random numbers between 1 to 100. To match the probability with random numbers we multiply cumulative probability by 100 So Labor Cost per Unit Random numbers 1 to 2 represents $ 22.00 Random numbers 3 to 37 represents $ 23.00 Random numbers 38 to 53 represents $ 24.00 Random numbers 54 to 97 represents $ 25.00 Random numbers 98 to 100 represents $ 28.00 so if random number is 75 then it is in range 54--97 so labor cost is $ 25 Similarly for Utilities cost Expected Value Category name Value Frequency Probability Cumulative Probability Random No interval Category 1 $ 3.00 0.36 0.36 0.36 36 Category 2 $ 4.00 0.59 0.59 0.95 95 Category 3 $ 6.00 0.05 0.05 1 100 Category 4 0 1 100 Category 5 ......

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#### Qat1 Task 3

...If a business wants to determine the optimale replenishment lot size, the use of the Economic Production Lot Model can be used. This model is a variation of the EOQ Model. This model procides the most optimied approach of ordering as it considers, demand, available production, ordering cost, set up costs, and holding costs in order to develop the inventory to be ordered to maintain a minimum annual cost (Rendoer 2012). Company B Details Holding Rate: 6% HR: Holding Rate Demand Units Per Year: 15,470,000 D: Demand Expected Production: 910,000 EP: Expected Production Production Cost Per Unit: $400.00 UPC: Unit Production Cost Inventory Cost Per Unit: $200.00 ICPU: Inventory Cost Per Unit *Holding Cost: $12.00 HC: Holding Cost * The holding cost is the per unit cost of inventory multiplied by the holding cost rate $200(.06) = $12.00 Process Description: The optimal lot size per order is equal to the square root of the equation of the annual demand (D). It is multiplied by 2, then multiplied by the production set up cost (UPC). Which is then divided by the holding cost (HC). Then demand (D) divided by epected production (EP), then subtracted by 1. The end result of the equation provides the optimal lot size order. The Equation: You must follow the mathmatical order of operations; simplify and solve - numerator divided by the demoniator...

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#### Lyt Task 3

...Running Head: LYT2 TASK 3! 1 ! ! ! ! ! ! ! ! ! LYT2 Task 3 City of Seabreeze Virtualization Adoption Plan! Kristopher Rosenberg! Western Governors University! ! ! ! ! ! LYT2 TASK 3! 2 LYT2 Task 3 City of Seabreeze Virtualization Adoption Plan! Given the City of Seabreeze’s declining revenue stream and resultant ﬁnancial situation, as well as simple good government, it is critical that the city ﬁnd ways of reducing expenses while continuing to provide the services needed by the citizens of Seabreeze. This includes the city’s use of information technology. Technology investments cannot simply be eliminated, as they are a critical component of the city’s infrastructure on which key city services rely upon. Therefore it is necessary to identify technologies which can produce a greater return on investment (ROI) through reductions in the total cost of ownership (TCO) of the city’s technology assets. One approach that would meet this need that has been identiﬁed is the adoption of server, storage and desktop virtualization technology. These technologies not only represent a signiﬁcant opportunity for the City of Seabreeze to reduce costs, but it will also enable the city to reduce its greenhouse gas emissions, raise IT staﬀ eﬃciency, and improve disaster recovery capabilities.! 1. Virtualization beneﬁts The term “virtualization” refers to technology that enables a single physical device, such as a server with a large pool of......

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#### Task 3

...BMA1 TASK 3 Many companies in the United States as well as around the globe are starting to develop an Entrepreneurship approach in their businesses. Here is a brief summary that identifies some of the entrepreneurial actions that organizations use to create opportunities for innovation. Independent Action Organization can benefit by allowing and encouraging individual employees or teams of employee’s to be creative and pursue new ideas or visions for the organization (Bateman, Bateman, Snell & Snell, 2012). Risk taking Organizations that are willing to take risks and financially invest in new products and ventures, puts them in the position to launch new ideas into their own markets or create new untapped markets before competitors that tend to stay on a proven path are able to do (Bateman et al., 2012). Proactive Organizations that are proactive in addressing potential problems that may arise and see all the possible opportunities are able to create new markets before organizations that tend to be reactive instead of proactive (Bateman et al., 2012). Competitive Aggressiveness Action oriented organizations are driven to take over a market and capitalize quickly. This allows the company to expand and make opportunities for themselves before their competitors in the marketplace (Bateman et al., 2012). Companies that promote entrepreneurial culture, empower employees to pursue new ideas, take risk backing those ideas, are proactive in......

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B (10)D (9)STARTA (3)C (10.5)E (19)F (25)PathLengthABDGHI3+10+9+8+7+8.5= 45.5ACDGHI3+10.5+9+8+7+8.5= 46ACEI3+10.5+19+8.5= 41AFI3+25+8.5= 36.5The critcal pa±h is A-C-D-G-H-I. The duraton for ±he critcal pa±h is 46 weeks. The slack tme for E is LF (37.5) - EF (32.5), which equals 5 weeks. The slack tme for C is LF (13.5) - EF (13.5), which is zero weeks. 3 Weeks is ±he earlies± F could s±ar±, as A mus± precede F. 30.5 Weeks is ±he la±es± G would ²nish. Please see la±e s±ar±/early s±ar± char± below for work. Z ScoreFor Z Score, you ±ake ±he tme ±hey wan± ±he produc± launch Z=(D-Te)/Sqr±(VCP)Then you add up ±he sum of ±he variances on ±he critcal pa±hD=48Find ±he square roo± of ±he sum and ±hen use i± ±o divide ±heTe=46Then you open up ±he Z Score char± ±hey give you in ±ask s±reVCP=Sum of ±he variances along ±he critcal pa±h1.40 on ±he char± = .9192 = 91.92% chance of ²nishing in 48 WVCP=.018+.054+.751+.018+.694+.490VCP= 2.025(48-46)/Sqr±(2.025)Sqr± of 2.025= 1.4230249471Z= 1.4054567379Probabili±y of Finishing in 48 Weeks= 0.9192 = 91.92%

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