Your book talks about the "Scope Triangle" or the Iron Triangle.  Question 1: Your book addresses six areas that are part of the iron triangle -  Describe each of the areas included in the iron triangle Of the six which areas do you feel are the most important and why?  Question 2: You are managing a project and your sponsor has given the following constraints: The project must be completed in 2 months The project must include 7 core pieces of scope The project must stay within 1 million dollars What concerns do you have with the three constraints above and how do you proceed?   

Discussion Topic: Cost-Volume-Profit Analysis Read Concepts in Action, “Cost-Volume-Profit Analysis Makes Subway’s $5 Foot-Long Sandwich a Success” in Chapter 3. What information provided by a variable costing income statement is used in computing the break-even point?Explain how Subway used CVP analysis in its strategy of lowering prices to boost profits.Provide examples of the company’s fixed and variable costs Just do response each posted # 1 to 3 down below only. Posted 1 Hello Class, At a breakeven point, a company’s revenue is equal to the total cost. Companies use Cost-Volume-Profit (CVP) analysis to calculate the units that need to be sold to break even or achieved a target income. It is a powerful tool that is used widely in business to help managers make better decisions and figure the retail price (Datar & Rajan, 2017, p.78). Also, a variable costing income statement provides all variable expenses that are subtracted from revenue to result in contribution margin. The expenses include fixed and variable cost needed to determine a breakeven. In addition, sales volume and selling price do affect the profit. Subway used the CVP analysis in its strategy of lowering prices to boost profits. When Subway’s operating income equal to zero, it reaches the breakeven point. Subway used the lower selling price strategy to increase the sale volume. In other words, the higher the number of sales, the more profit it would make. Examples of Subway’s fixed costs are rent, franchise license, and manager’s salary, etc. The variable costs include many types of costs such as utilities, supplies like cups, straws, plastic utensils, and sub sandwich bread, toppings, etc.Reference:Datar, S. & Rajan, M. (2017). Horngren’s cost accounting: A managerial emphasis (16thed.). Pearson. Retrieved from https://purdueuniversityglobal.vitalsource.com/#/books/9780134475950/cfi/6/108!/4/2/26/4@0:100 Posted 2 Information needed from a variable costing income statement to compute the break even point are the revenues, variable production expenses, and fixed costs. Subway used CVP by estimating how their contribution margin would increase by lowering the cost of their sandwiches and encouraging add on sales of chips, cookies, and sodas. They analyzed that 2/3 of their customers added on chips or soda which had a higher contribution margin than their sandwiches. (Datar, 2017) Subway's fixed costs include their equipment and any leases they have for their buildings. A variable cost for them would be their food costs, because they will change as their volume changes.References:Horngren's Cost Accounting. [Purdue University Global Bookshelf]. Retrieved from https://purdueuniversityglobal.vitalsource.com/#/books/9780134475950/

To prepare for this Professional Reflection: Examine your own listening skills using this short Listening Skills Test: Psychology Today. Listening Skills Test. (2017). Psychology Today. Retrieved from https://www.psychologytoday.com/intl/tests/personality/listening-skills-test Professional Reflection Assignment, compose a cohesive document that addresses the following: Summarize the three most important items you learned from your Discussions and the resources this week. Explain why they stood out to you and how you will apply what you have learned into your work as a manager. Be specific and provide examples.Summarize your observations from the conversations that you observed during the week. Explain what you observed about the participants’ ability to listen and hear what was being said.Describe whether or how you were able to determine when the participants were listening and really hearing each other.Describe your observations about the outcomes of the conversations based on the participants’ relative listening skills of the participants. Why do you think it is important to listen to understand what is being said and what are the main challenges to actually listening to understand?What actions might you take to ensure that you are a good listener and avoid listening only to respond (i.e. avoid turning your focus to what you will say in reply versus actually concentrating on what someone is saying to you)?What cues do you watch for to make sure you are listening to someone who is speaking? What steps do you take if you notice you are not?Assess why listening skills would be important in your role as a manager and as an employee.To what extent do you agree that listening is the most important step in communicating? Explain your answer and provide examples to support your assessment.In what ways and to what extent do you think that developing good listening skills will help you develop your emotional intelligence and cultural competencies? Provide examples to support your position.How will you use what you have learned this week to improve your ability to be an effective manager? Be sure to support your Professional Reflection using this week’s readings or other credible and relevant resources. General Guidance: Your Professional Reflection submissions will typically be 2–4 pages in length. References:Keyser, J. (2014, July 15). Listening is a leader’s most important skill [Blog]. TD.org. Retrieved from https://www.td.org/Publications/Blogs/Management-Blog/2014/07/Listening-Is-a-Leaders-Most-Important-Skill Llopis, G. (2013, May 20). 6 ways effective listening can make you a better leader [Blog]. Forbes.com. Retrieved from https://www.forbes.com/sites/glennllopis/2013/05/20/6-effective-ways-listening-can-make-you-a-better-leader/#76b4624a1756 MacLeod, L. (2016). Listening: More than what meets the ear. Physician Leadership Journal, 3(4), 14–19.