Question Completion Status: > Moving to another question will save this response. Question 2 Imagine we have these groups of projects with their financial information, which option is a better candidate for a portfolio. (IRR=25%) O a. NPV= +22,000, discount rate = 30% NPV= +50,000 discount rate - 40% b. NPV= +50,000 discount rate = 40% NPV= -50,000 , discount rate = 40% O c. NPV- +34 230 discount rate = 20% NPV= +10.000 discount rate = 20% d. NPV= +34,230 discount rate = 20% NPV= -50,000 , discount rate = 40% A Moving to another question will save this response. XQuestion Completion Status: Question 1 6 points order? You have financial information about some projects below. An organization likes to spend less than 4,000,000, (no other limitation), which projects do you choose to be in their portfolio? and in which Descending Project ID Cumulative Cost Cumulative Benefit BCR Cost BCR 11 557,657 2,284,584 4.10 557,657 4.10 1 546,846 2,124,381 3.88 1,104,503 7.98 6 473,533 1,801,917 3.81 1,578,036 11.79 20 465,502 1,501,761 3.23 2,043,538 15.01 17 373,138 1,195,650 3.20 2,416,676 18.22 19 732,088 2,338,347 3.19 3,148,764 21.41 7 547.635 1,744,401 3.19 3,696,399 24.60 15 372,350 1.171,577 3.15 4,068,748 27.74 16 850,940 2.244, 128 2.64 4,919.689 30 38 13 869,969 2,254,094 2.59 5,789.658 32.97 14 711,566 1,717,228 2.41 6,501.224 35 38 23 725,401 1.654,142 2.28 7,226.624 37 66 1,279.143 2,278,628 1.78 8,505,767 39.45 18 1.514,746 2,559,467 1.69 10,020,514 41 14 1 240 707 2 104 847 1 6R 11 970 311 47 87 11 1 19 20 17 67 9:37 AM T / 2023-03-20 lenovo PrtSo ScrLk Pause Insert Delete Home ESC End F5 F7 F8 F9 F10 F11 F12 F6Your answers are saved automatically. at any point until time has expired. The timer will continue to run if you leave the test. Remaining Time: 35 minutes, 10 seconds. Question Completion Status: Moving to another question will save this response. Question 3 > 6 points Save Answer technique can help you? When you are faced with a relatively large number of projects for ranking, you may find it difficult to compare and rack them using the tools such as forced ranking and paired comparison, what a. PBPs Ob. Q-Sort c. Binary weighted score d, Radar chart A Moving to another question will save this response. Question 3 of 8 9:37 AM T X A-502023-03-20 lenovo PrtSc ScrLK Pause Insert DeleteQuestion Completion Status: > Moving to another question will save this response. Question 4 A key benefit of screening proposed projects entering the portfolio is....... O portfolio imbalance value minimization O value maximization strategic misalignment Moving to another question will save this response. lenovo PriSc ScrLK Pause X ThinkVantage>Moving to another question will save this response. Question 5 Why would a portfolio manager perform a prioritization analysis? to determine expected benefits, performance and selection criteria to define new objectives and strategic initiatives to determine what projects and or programs should be added, changed or terminated all of the above Moving to another question will save this response. lenovoQuestion Completion Status: order? You have financial information about some projects below. An organization likes to spend less than 4,000,000, (no other limitation), which projects do you choose to be in their portfolio? and in which Descending Cumulative Cumulative Project ID Cost Benefit BCR Cost BCR 11 557,657 2,284,584 4.10 557,657 4.10 1 546,846 2, 124,381 3.88 1,104,503 7.98 6 473,533 1,801.917 3.81 1,578,036 11.79 20 465.502 1,501,761 3.23 2,043,538 15.01 17 373,138 1,195,650 3.20 2,416.676 18.22 19 732,088 2,338,347 3.19 3,148,764 21.41 7 547.635 1,744,401 3.19 3,696,399 24.60 15 372/350 1,171.577 3.15 4,068,748 27.74 16 850,240 2,244.128 2.64 4,919.689 30.38 13 869.969 2.254.094 2.59 5,789,658 32.97 14 711.565 1 717.228 2.41 6,501.224 35.38 23 725,401 1,654.142 2.28 7,226.624 37.66 1/279.143 2.278.628 1.78 8,505,767 39.45 18 1 514.746 2.559.467 1.69 10.020.514 41 14 1 249 707 2:104 847 11 270 31 1 42 R2 a. 11 1 19 20 17, 67 6, 11 1 19 17 20 76 T 9:17 AM 2023-03-20 lanovoF GA BookAx PowerPo SD QUA Request New tab ) (2) What Q coursehi Cou X 2019 01 + https://www.coursehero.com/qa/wait/49793657/ D BEST MATCH A G b Imagine we have these groups of projects with their financial information, which option is a better candidate for a portfolio. (IRR=25%) O a. NPV= +34,230 , discount rate = 20% NPV= +10,000 , discount rate = 20% O b. NPV= +22,000 , discount rate = 30% NPV= +50,000 , discount rate = 48% O c. NPV= +50,000', discount rate = 40% NPV= -50,000 , discount rate = 40% O d. NPV= +34,230 , discount rate = 20% NPV= -50,000 , discount rate = 40% Answer and explanations d. NPV= +34,230, discount rate = 20% NPV -50,000, discount rate = 40% ENG 9:46 AM -2"C Q Search a US 2023-03-205 points According to this graph, project1 has higher priority than project2 in our portfolio. Strategic Fit Opportunities Project1 Goal Alignment Project2 854AM X lenovo PrtSc ScrLK Pause Insert Delete Home POUP X ESC F6 F7 F8 F9 F10 F11 F12 F1 F2 F3 F4 F5Remaining Time: 18 minutes, 22 seconds. Question Completion Status: Opportunities Project1 Goal Alignment Project2 + Threats Value Generation Potential 9:54 AM 2023-03-20 lenovo PriSc ScrLk Pause insert Delete Home Pollo Thinkvantage ESC End F7 F8 F9 F10 F1 1 F12Question 8 What is the benefit of a scoring model? it evaluates portfolio programs and projects and makes them comparable it ranks portfolio programs and projects and determines their usefulness it assigns a financial score to portfolio programs and projects it compares portfolio programs and projects and determines their weight 4 points Question Completion Status: order? You have financial information about some projects below. An organization likes to spend less than 4,000,000, (no other limitation), which projects do you choose to be in their portfolio? and Descending Project ID Cumulative Cost Cumulative Benefit BCR Cost BCR 11 557,657 2,284,584 4.10 557,657 4.10 546,846 2,124,381 3.88 1,104,503 7.98 6 473,533 1,801,917 3.81 1,578,036 11.79 20 465.502 1,501,761 3.23 2,043,538 15.01 17 373,138 1, 195,650 3.20 2,416,676 18.22 19 732,088 2,338,347 3.19 3,148,764 21.41 7 547,635 1.744,401 3. 19 3,696,399 24.60 15 372,350 1.171.577 3.15 4,068,748 27.74 16 850.940 2.244, 128 2.64 4,919,689 30.38 13 869.969 2,254,094 2.59 5,789,658 32.97 14 711,566 1,717,228 2.41 6,501,224 35.38 23 725,401 1.654,142 2.28 7,226,624 37.66 9 1.279.143 2,278,628 1.78 8,505,767 39.45 1,514,746 2,559,467 1.69 10,020,514 41.14 18 1 240 707 2 104 847 1 68 11 270 311 42 82 a. 11, 1. 19, 20, 17, 6,7 b. 11, 1. 19 17 20. 7.6 T O O XQuestion Completion Status: order? You have financial information about some projects below. An organization likes to spend less than 4,000,000, (no other limitation), which projects do you choose to be in their portfolio? and Descending Project ID Cumulative Cost Cumulative Benefit BCR Cost BCR 11 557,657 2,284,584 4.10 557,657 4.10 546,846 2,124,381 3.88 1,104,503 7.98 6 473,533 1,801,917 3.81 1,578,036 11.79 20 465.502 1,501,761 3.23 2,043,538 15.01 17 373,138 1, 195,650 3.20 2,416,676 18.22 19 732,088 2,338,347 3.19 3,148,764 21.41 7 547,635 1.744,401 3. 19 3,696,399 24.60 15 372,350 1.171.577 3.15 4,068,748 27.74 16 850.940 2.244, 128 2.64 4,919,689 30.38 13 869.969 2,254,094 2.59 5,789,658 32.97 14 711,566 1,717,228 2.41 6,501,224 35.38 23 725,401 1.654,142 2.28 7,226,624 37.66 9 1.279.143 2,278,628 1.78 8,505,767 39.45 1,514,746 2,559,467 1.69 10,020,514 41.14 18 1 240 707 2 104 847 1 68 11 270 311 42 82 a. 11, 1. 19, 20, 17, 6,7 b. 11, 1. 19 17 20. 7.6 T O O XTraject ID COST COST 11 557,657 2,284,584 4.10 557,657 4.10 546,846 2, 124,381 3.88 1,104,503 7.98 6 473,533 1,801,917 3.81 1,578,036 11.79 20 465,502 1,501,761 3.23 2,043,538 15.01 17 373, 138 1,195,650 3.20 2,416,676 18.22 19 732,088 2,338,347 3.19 3,148,764 21.41 7 547,635 1,744,401 3.19 3,696,399 24.60 15 372,350 1,171,577 3.15 4,068,748 27.74 16 850,940 2,244, 128 2.64 4,919,689 30.38 13 869,969 2,254,094 2.59 5,789,658 32.97 14 711,566 1,717,228 2.41 6,501,224 35.38 23 725,401 1,654,142 2.28 7,226,624 37.66 9 1,279,143 2,278,628 1.78 8,505,767 39.45 18 1,514,746 2,559,467 1.69 10,020,514 41.14 1 240 797 2 104 847 1 AR 11 270 311 42 87 O a. 11, 1, 19, 20, 17, 6,7 O b. 11, 1, 19, 17, 20, 7,6 O c. 11, 1, 6, 20, 17, 19, 7 O d, 20, 17, 19, 7 LO O T X lenovo Insert DeleteTraject ID COST COST 11 557,657 2,284,584 4.10 557,657 4.10 546,846 2, 124,381 3.88 1,104,503 7.98 6 473,533 1,801,917 3.81 1,578,036 11.79 20 465,502 1,501,761 3.23 2,043,538 15.01 17 373, 138 1,195,650 3.20 2,416,676 18.22 19 732,088 2,338,347 3.19 3,148,764 21.41 7 547,635 1,744,401 3.19 3,696,399 24.60 15 372,350 1,171,577 3.15 4,068,748 27.74 16 850,940 2,244, 128 2.64 4,919,689 30.38 13 869,969 2,254,094 2.59 5,789,658 32.97 14 711,566 1,717,228 2.41 6,501,224 35.38 23 725,401 1,654,142 2.28 7,226,624 37.66 9 1,279,143 2,278,628 1.78 8,505,767 39.45 18 1,514,746 2,559,467 1.69 10,020,514 41.14 1 240 797 2 104 847 1 AR 11 270 311 42 87 O a. 11, 1, 19, 20, 17, 6,7 O b. 11, 1, 19, 17, 20, 7,6 O c. 11, 1, 6, 20, 17, 19, 7 O d, 20, 17, 19, 7 LO O T X lenovo Insert Delete