Important General Instructions for Reporting Numerical Answers:- Do not round intermediate calculations.- Report your answers to the number of decimal places requested. - Unless otherwise instructed, solve problems in the given units. IE: if given units are in $K, complete your computations in these units and, as applicable, report your answer in these units (without writing "$" or "K").- Do not report any numerical answer as a percent. IE: for example, write 0.324 instead of 32.4%.- Report negative numbers with a leading minus sign, like this (for example):-23.451Not like this: (23.451). - Note that Canvas removes trailing insignificant figures. If you type, for example, 41.350, Canvas will remove the last decimal place and record your answer as 41.35 This is fine because 41.35 = 41.350.- Assume time is measured in years unless otherwise stated.Questions on Mutually Exclusive Equal-length (MEEL) Projects.The following questions relate to these two projects, each with rocc = 10.0%. The table shows cash flows for each project.ProjectEOY 0EOY 1EOY 2Proj. A-100.0020.00120.00Proj. B-50.0010.0080.00Q1:What is the IRR of project A? (Assume its OK to use IRR for this problem). Write your answer to three decimal places and do not represent it as a percent. IE: write 0.158 not 15.8%. Hint, you can use the quadratic equation to solve this, or use trail-and-error or Excel. Quadratic formula:x = {-b +/- sqrt(b2 - 4ac)} / 2awhere ax2 + bx + c = 0and x = 1+IRRQ2:What is the IRR of project B? Hint, you can use the quadratic equation to solve this, or use trail-and-error or Excel. Write your answer to three decimal places and do not represent it as a percent. IE: write 0.158 not 15.8%Q3:What is the BCR of project A? Write your answer to two decimal places.Q4;What is the NPV of project A? Write your answer to two decimal places.Q5:What is the BCR of Project B? Write your answer to two decimal places.Q6:What is the NPV of Project B? Write your answer to two decimal places.Q7:If you have an unlimited budget, which project should you choose?A. Not enough information is provided to answer this question.B. Neither.C. They are both equally good.D. Project A)E. Project B)Q8:What is your reasoning behind your answer to the above question?A. This project has the biggest bang for each dollar of cash invested.B. When analysis methods conflict, the projects are assumed to be of equal valueC. This project adds the most value (wealth) to my firm.D. My money will grow at the fastest rate with this project.Q9:Why?A. This combination gives the highest total BCRB. This combination gives the highest cumulative IRRC. This set minimizes costs while providing an overall positive NPV,D. This set gives the highest total NPV.Q10:Payback Method Question.The payback method is best described as:A) A DCF MethodB) A method that is good for evaluating low-risk, long-duration projectsC) A method that relies on analysis of GAAP financial statementsE) None of the other mentioned answersD) A and B

PJM 410 Discussion Post Peer Responses Please reply to both POST1: and POST2: in at least 250 words each  I have included the original post as reference.  Original post: We’ve talked about risk treatment and how the risk management plan  documents the actions needed when a risk becomes an issue, but where do  the contingency funds come from? Contingency planning is part of the  risk management planning process. Define contingency planning and  discuss when you would use it. Talk about the contingency planning  strategies for each type of risk. POST1: Class, Ayub, Thaheem, and Ullah (2019) state that contingency management is  frequently attributed as simply an estimation and collection of funds  during planning and budgeting. Instead, contingency management is the  exercise of managing residual risk and uncertainty (Ortiz, Pellicer,  & Molenaar, 2019). Contingency is essentially “Plan B” and can apply  in multiple ways. It should be used for any project where there is risk  that in doubt. One way that it is applicable is to add additional resources to the  project either by adding more labor or money to the project to pay for  short comings or address an unseen risk. If there is a commercial or  external risk, having extra money in a contingency fund will help to  offset these costs as they arise. If there is a technical risk, paying  for additional needed technologies or related services can be addressed.  If there is a management risk, the plan could be to bring on additional  oversight for the project or to facilitate face to face meetings for  stakeholders if the project is geographically spread out. Additionally, the contingency plan can act as a backup. In a  situation where it turns out that a technology is not ideal for use,  switching to a back up technology and integrating it could be needed and  addressed in the contingency plan. Thanks, Ben References Ayub, B., Thaheem, M. J., & Ullah, F. (2019). Contingency Release  During Project Execution: The Contractor's Decision-Making Dilemma. Project Management Journal, 50, 734–748. doi: https://doi.org/10.1177/8756972819848250 Ortiz, J. I., Pellicer, E., & Molenaar, K. R. (2019). Determining Contingencies in the Management of Construction Projects. Project Management Journal, 50, 226–242. Retrieved from https://www.pmi.org/learning/library/determining-c... My Post: Hello Class, Contingency planning is an integral component of disaster recovery,  risk management, and business continuity (Project Management Institute,  2017). It is a process that involves preparation to counter anything  that happens beyond the scope of regular operations in a business and  may negatively affect the ability of an organization to operate. Simply  stated, this planning involves being ready to counter risks. A  contingency plan is typically used in the management of exceptional  risks that may have disastrous impacts. A plan can be  department-specific or organization-wide.  I would use this plan when  working at the department of information service of a company to create  an effective plan of recovery in case a disaster strike. Such a plan  would safeguard and restore company data such as instructional manuals,  hardware, and software components. Contingency planning has three components, such as emergency  response, management of a crisis, and business continuity.  A plan  involves different strategies. One technique involves creating a list of  different likely scenarios and ranking them in order of importance.  This technique would note the probability of various disasters  happening. The second strategy involves the determination of possible  internal sabotage by employees who are unhappy with organizational  processes. This strategy is essential since a quarter of interruptions  usually originate from internal sabotage.  Securing critical servers and  creating an effective backup system mitigates the possibility of loss  in case of unauthorized access. By and large, strategies focus on areas  that can affect business infrastructure, people, and the reputation of a  business. Any strategy should follow the five steps of preparation,  analysis, development, implementation, and review of any process that  would address a risk. It is no doubt that putting the risk management  concepts into action is an ingredient for successful projects.  Therefore, a business must be innovative in finding methods that  ultimately achieve greater success in all projects (Bissonette, 2016).       Reference Bissonette, M. (2016). Project risk management: A practical implementation approach. Newtown Square, Pennsylvania: Project Management Institute. Project Management Institute. (2017). A guide to the project management body of knowledge: (PMBOK® guide) (6th ed.). Newtown Square, PA, USA: Project Management Institute. POST2: (A question from the professor concerning my post) Welcome to week seven and thank you for the engagement.  Contingency  planning does have multiple components, one being budgeting for  contingency.  When thinking about contingency planning, how does one  manage contingency costs on a project? More specifically, how do you know how much money to allocate to contingency funds?