THE INSTITUTE OF FINANCE MANAGEMENT FACULTY OF ACCOUNTANCY, BANKING AND FINANCE DEPARTMENT OF BANKING AND FINANCE BACHELOR IN ACCOUNTANCY ACADEMIC YEAR; 2021/2022 YEAR THREE AFU 08608: PROJECT MANAGEMENT BAC 3A : GROUP 2 (SUB_GROUP 5) S/N NAME REGISTRATION NUMBER 1 NGONDE ALFRED KESERE IMC/BAC/1912132. 2. BATHROMEO JAMES IMC/BAC/1912565 3. IMC/BAC/19 4. IMC/BAC/19 5. IMC/BAC/19 6. IMC/BAC/19 QUESTION 10. Conglomerate Inc. consists of 2 divisions of equal size, and Conglomerate is 100 percent equity financed. Division A’s cost of equity capital is 9.8 percent, while Division B’s cost of equity capital is 14 percent. Conglomerate’s composite WACC is 11.9 percent. Assume that all Division A projects have the same risk and that all Division B projects have the same risk. However, the projects in Division A are not the same risk as those in Division B. Which of the following projects should Conglomerate accept? a. Division A project with an 11 percent return. b. division B project with a 12 percent return. c. Division B project with a 13 percent return. d. Statements a and c are correct. SOLUTION According to the scenario above, the correct answer is statement (a). this is due to the following circumstances; Division A should accept only projects with a return greater than 9.8 percent not only that, but also its project’s risks are not the same which may enable an investor to diversify the project into sub-projects so as to reduce both certainty and uncertainty risks of suffering losses. On the other hand Division B should accept only projects with a return greater than 14 percent. The higher the projected IRR on a project and the greater the amount it exceeds the cost of capital the more net cash the project generates for the company. Meaning, in this case, the project looks profitable and management should proceed with it. On the other hand, if the IRR is lower than the cost of capital, the rule declares that the best course of action is to forego the project or investment. Mathematically, IRR is the rate that would result in the net present value (NPV) of future cash flows equaling exactly zero. Investors and firms use the IRR rule to evaluate projects in capital budgeting, but it may not always be rigidly enforced. Generally, the higher the IRR, the better. However, a company Conglomerate Inc. may prefer a project with a lower IRR because it has other intangible benefits, such as contributing to a bigger strategic plan or impeding competition. A company may also prefer a larger project with a lower IRR to a much smaller project with a higher IRR because of the higher cash flows generated by the larger project. The company’s composite WACC is irrelevant in the decision. NOTE; Cost of equity capital: is the funds required for a project may be raised by the issue of equity shares which are of permanent nature. These funds need not be repayable during the lifetime of the organization. Calculation of the cost of equity shares is complicated because, unlike debt and preference shares, there is no fixed rate of interest or dividend payment. Cost of equity share is calculated by considering the earnings of the company, market value of the shares, dividend per share and the growth rate of dividend or earnings. REFERENCE Bahng, Joshua, S. W. 2002. “Do International Capital Structures Converge?” Finance India 16 (December): 1307–1316. Baker, Malcolm. 2009. “Capital Market–Driven Corporate Finance.” Annual Review of Financial Economics 1, no. 1 (December 2009): 181–205. Baum, C. and Warren, S. (1985), Investment in Development: Lessons of World Bank Experience, World Bank Oxford University Press Khan and Jain, (2002), “Financial Management Practices in India, Singapore and Thailand—A Comparison.” Management & Accounting Research 3 (4): 55–103. Meredith, J.R. and Mantel S.J. (1995), Project Management: A Managerial Approach, John Wiley and Sons. Mittal & Agarwal, 2010 “Capital Structure Decision: A Behavioral Study on Multiple Objectives Framework.” Finance India 24 (June): 431–468. Ruzibuka, J. and Rutebinga, P. (1996) Project Planning and Management, IDM Tinnerillo, P.C. (1999), Project Management, CRC Press.