Comment in this post that my classmate mate give your opinion and make good point or even a question

Topic 9, Post 1. Based on our textbook: list and explain 3 or more common tools and techniques.

The first common tool is Net Present Value (NPV) analysis. NPV helps evaluate the financial standing of a project by considering expected cash inflows and outflows over time. Our textbook explains how to calculate NPV to determine whether a project is expected to generate a monetary gain or loss at a given point (page 69). You can establish a baseline for the entire project and update your estimates as the project progresses. In practice, I've used NPV calculations to assess whether resources, such as time spent performing work (time = money), should be adjusted to keep the project aligned with its intended goals.

Another common tool is a Payback Analysis. I think of this as identifying the point when the benefits of a project outweigh its initial costs. For example, if a project required an initial investment of $1 million in year one, with no additional costs, and generated $250,000 in annual cash inflows, the investment would break even after four years. The textbook includes a helpful graphical example of this concept (page 76).

Lastly, a widely used tool is calculating the Return on Investment (ROI). ROI is common not only in project and program management but also in everyday financial decisions. It is expressed as a percentage: (benefits - costs) costs (page 73). A higher ROI indicates a stronger return, especially if it exceeds your required rate of return, which is the minimum level of return you expect from an investment. Usually backed with some level of competitive research.

An Introduction to Project Management, With a Brief Guide to Microsoft Project 2016 by Kathy Schwalbe

commment in this post that my classmate mate give your opinion and make good point or even a question

Reply from LAYLA YASSEIN

Topic 19, post 1:What are project constraints?

Project constraints are ways that a project may be constrained. In total, there are 6 common project constraints, but there can be more depending on the type of project.

The first grouping of constraints is the triple constraint. This consists of scope, schedule, and cost. Looking at the scope, we have to consider what it is that the project needs, and what is it that is expected as the result of the project. Scheduling is another constraint, as we need to make sure that we know the timeline and when everything needs to be done. Cost is the last one, and it looks at the project's budget, what is needed, and how much everything should cost.

There is a quadruple constraint, which is quality. This focuses on what the quality of the product needs to be and how we can satisfy the customer.

Lastly, we look at risk and resources that also need to be considered. Risk can never exactly be calculated , but it is about how you can monitor and control the project. Resources also need to be considered to fit price and quality.

These are all typical project constraints, and a good project manager will meet all these and more.

Kathy Schwalbe, An Introduction to Project Management, 6thEdition with MS Project 2016 pg. 6-8