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Project J has the same internal rate of return as Project K. Which of the following statements is most correct?
A) If the projects have the same size (scale) they will have the same NPV, even if the two projects have different levels of risk.
B) If the two projects have the same risk they will have the same NPV, even if the two projects are of different size.
C) If the projects have the same size (scale) they will have the same discounted payback, even if the two projects have different levels of risk.
D) All of the above are correct.
E) None of the above is correct.

Revenues generated by a new fad product are forecast as follows:

Year 1 : 40,000
Year 2: 30,000
Year 3: 20,000
Year 4: 10,000
Thereafter: 0

Expenses are expected to be 40 percent of revenues, and working capital required in each year
is expected to be 20 percent of revenues in the following year. The product requires an immediate
investment of $45,000 in plant and equipment.

What is the initial investment in the product? Remember working capital.
b. If the plant and equipment are depreciated over 4 years to a salvage value of zero using
straight-line depreciation, and the firm’s tax rate is 40 percent, what are the project cash
flows in each year?
c. If the opportunity cost of capital is 12 percent, what is project NPV?
d. What is project IRR?

Even the best-laid plans can go awry, which is why it is crucial to have an early warning monitoring system.

Effective monitoring allows you to gather information so that you can measure and adjust progress toward the project’s goals. It enables you to communicate project progress and changes to team members, stakeholders, superiors, and customers and gives you the justification for making any necessary adjustments to the plan. It also enables you to measure current progress against the original plan.

What methods can be used to monitor the progress of a project?

Need help in answering the following question:

Consider the following scenario: You have just been brought in on a project, as the previous project manager has left. The project is behind schedule and over budget, and several key team members have quit in disgust, plummeting the morale of the rest of the team, who fear they will have to do the extra work without compensation.

What are some strategies that could be used by a project manager to successfully manage the relationships among project team members and the relationships among the project team and external resources (e.g., subcontractors, government agencies)? How would these strategies differ under the conditions described in the scenario?

Thanks