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lng 1at the 1g out rank- Jigh/ orma - atten- a list analy - Jribed ~scan alita- fect 1g-edge 1es for e>deling rts and luanti- and course atio n 1t's 1 might if it t. The ke this lly, exam- ' s firm •ability a ted ,vith Probability (P) times Outcome = EMV P=.20 * < P=.80 $300,000 = +$60,000 -$40,000 = -$32,000 -$50,000 = -$10,000 -$ 20,000 = - $2,000 $60, 000 = $42,000 ~ * Project 2 * P= .70 Project 1 's EMV = $60,000- $32, 000 = $28, 000 Proj ect 2's EMV = -$10,000- $2,000 + $42, 000 = $30,000 FIGURE 11-7 Expected monetary value (EMV) example no reimburse ment if it is not awarded the contract. The sum of the probabilities for outcomes for each project must equal one (for Project 1, 20 percent plus 80 percent) . Probabilities are normally determined based on expert judgme nt. Cliff or other people in his firm should have some sense of their likelihood of winning certain projects. Figure 11-7 also shows probabilities and outcomes for Project 2. Suppose there is a 20 percent probability that Cliffs firm will lose $ 50,000 on Project 2, a 10 percent probabili- ty that it will lose $20,000, and a 70 percent probability that it will earn $60,000. Again, experts would ne ed to estimate these dollar amounts and probabilities. To calculate the expected monetary value (EJvfV) for each proj ect, multiply the proba- bility by the outcome value (or each potential outcome for each project and sum the results. To calculate expected monetary value for Project 1, going from left to right, multiply the probability by the outcome for each branch and sum the results. In this example, the EMV for Proj ect 1 is $28, 000. .2($300 ,000) + .8( -$40 ,000) = $60,000- $32,000 = $28 ,000 The EMV for Project 2 is $30,000 . .2 ( -$50 ,000 ) + .1(-$20 ,000) + .7($60,000) = -$1 0 ,000-$2 ,000 + .$42,000 = $30,000 Beca use the EMV provides an estimate for the total dollar value of a decision , you wa nt to have a pos itive number; the higher the EMV, the bette r. Since the EJvfV is positive for both Projects 1 and 2 , Clift"s firm would expec t a positive outcome from eac h and could bid 0n both proj ects. If it had to choose between the two proj ects , perhaps because of limited resources , Clift"s firm should bid on Project 2 because it has a higher EMV. 443 Project Risk Management consulting costs might be expanded in the description to say that the organiza- tion might be able to negotiate lower-than-average costs for a particular consul- tant because the consultant really e njoys working for that company in that particular location. • The categor:y under which the risk event falls: For example, defective server might fall under the broader category of technology or hardware technology. • The root cause of the risk: The root cause of the defective server might be a defective power supply. • Triggers for each risk: Triggers are indicators or symptoms of actual risk ev ...
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DEV meet-up UiPath Document Understanding May 7 2024 Amsterdam
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Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows. We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases. This video focuses on the deployment of external web forms using Jotform for Bonterra Impact Management. This solution can be customized to your organization’s needs and deployed to support the common use cases below: - Intake and consent - Assessments - Surveys - Applications - Program registration Interested in deploying web form automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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Risk Concept And Management 5
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Normal Distribution
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CAPM
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Interactive Session
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