Course: ACT 5060 – Accounting for Decision Makers. Submitted to: Dr. Wonnell Submitted by: Daniel Castelblanco N01377525 7975 SW 86 St. Miami‚ FL 33143 Cell: (786) 546-5408 Date of Submission: September 7‚ 2012 Title of Assignment: Variance Analysis CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledge and disclosed in the paper. I have also cited any sources from which I used data‚ ideas
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Armendez | 2010-13706 HRIM 115 Assignment No. 8 on Variance Analysis 1) Holiday Hotel budgeted 1‚000 room sales for the week ended September 10. The estimated average price per room was $28.50. The actual average price per room was 20% greater than anticipated‚ while room sales in units were 10% less than forecasted. a) Required : Compute and analyze the Room Revenue variance as discussed in class. Give 2 possible causes for the revenue variance (i.e. Why was actual price greater than budgeted
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Variance Analysis HCA-530 Sue P. Gombio Grand Canyon University Variance Analysis is utilized to support the management during the initial stages. It is the procedure of investigating each variance between the actual and budgeted costs to determine the reasons as to why the planned amount was not met‚ in more detailed explanation (Ventureline‚ 2012). There are several influences that contribute to the variance report and one is the department’s assumptions‚ second is the possible risk
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Variance Analysis is used to promote management action in the earliest stages. It is the process of examining in detail each variance between actual and budgeted costs to conclude the reasons as to why the budgeted amount was not met (Ventureline‚ 2012). There are several factors that go into a variance report. One is the assumption of the department. The second is the risk of the assumption. And thirdly the actual expense used to portray the budget. The vice president announces the budget that needs
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usual one of Normal distribution with equal variance for all subjects that share levels of both (all) of the explanatory variables. Again‚ we will call that common variance σ 2 . And we assume independent errors. 267 268 CHAPTER 11. TWO-WAY ANOVA Two-way (or multi-way) ANOVA is an appropriate analysis method for a study with a quantitative outcome and two (or more) categorical explanatory variables. The usual assumptions of Normality‚ equal variance‚ and independent errors apply. The structural
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Part B: Week 3 or 4 Exercise 5.1. Now what is the expected value and variance of Y=5X-3 for each distribution? (Hint: Use the ‘Summary of the Laws of Expected Value and Variance’ slide in the lecture notes.) Exercise 5.3. Now assume the manager receives a daily salary of $200 plus $85 per car sold. What is the expected value and standard deviation of her salary? (Hint: Use the ‘Summary of the Laws of Expected Value and Variance’ slide in the lecture notes.) Exercise 5.4. Now assume the company managing
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Analysis of Variance Lecture 11 April 26th‚ 2011 A. Introduction When you have more than two groups‚ a t-test (or the nonparametric equivalent) is no longer applicable. Instead‚ we use a technique called analysis of variance. This chapter covers analysis of variance designs with one or more independent variables‚ as well as more advanced topics such as interpreting significant interactions‚ and unbalanced designs. B. One-Way Analysis of Variance The method used today for comparisons of
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APPLIED STATISTICS TUTORIAL 3: ANALYSIS OF VARIANCE (ANOVA) 1. When ¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬more than two population means are compared‚ one uses the analysis of variance technique. 2. The distribution used for analysis of variance is F test. 3. Analysis of variance is used to ______________________________. A. compare nominal data. B. compare population proportion. C. simultaneously compare several population means. 4. In ANOVA‚ F statistic is used to test a null hypothesis
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Actual cost to date = $79‚800 (This is what I actually spent by the end of month 4) Planned expenditures to date = $101‚000 (This is what I should have spent by the end of month 4) The CFO is excited and has sent you an email congratulating you for being 12.07% under budget. However‚ is it really time to hold a team celebration? That would be fun but your project manager mentality kicks in. Those numbers look good but how are we ‘really’ doing? To understand the true project performance‚ we need
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* What is the cost variance‚ schedule variance‚ cost performance index (CPI)‚ and schedule performance index (SPI) for the project? Cost Variance: Earned Value (EV) – Actual Cost (AC) $20‚000 - $25‚000 = ($5‚000) Schedule Variance: EV – Planned Value (PV) $20‚000 - $23‚000 – ($3000) Cost Performance Index: EV / AC $20‚000 / $25‚000 = 0.8 Schedule Performance Index: EV / PV $20‚000 / $23‚000 = 0.869 * How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget
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