Use the information provided, for PV and Risk, in order to complete the tables of data for each scenario. Discuss the calculations in detail. Describe what the difference between each type of financial tool is (NPV, PI, ECV.), how its calculated, and the strengths and weaknesses of each tool. In depth Discussion on relevance of the four (4) scenarios discuss what each scenario is, and how each scenario builds and improves upon the previous, as well as why such evolution is important in go/kill decision gates. Think realworld In depth discussion on important sections from the text where did you gain the technical skills, reasoning skills, and overall background knowledge required for this assignment (include proper citations, page numbers, etc. according to APA formatting requirements) Each scenario has a specific outcome. Discuss the similarities and differences in those outcomes. How do the outcomes differ from your predictions? How are the outcomes similar to what you predicted? Discuss Risk what factors play into Risk of technical success and failure, as well as commercial success and commercial failure? Discuss how risk can be understood and why its important to understand risk. Use data and other appropriate sources. Focus on differences in Scenario 3 and Scenario 4. Describe, in detail, whether this analysis outcome is the only information needed in order to properly select a project in the GotoDevelopment gate. Cite three sources that review financial analysis as a means for go/kill decision criteria Compare and contrast each of the scenarios and provide a final suggestion on the type of analysis that should be completed AND what the decision is for each project. Assignment Background You are the senior manager in charge of innovation at your company. Over the past several years you company has done, only OKAY, in terms of developing a newproduct development portfolio. After attending Trine University Innovation Days and listening to students discuss the importance of several strategies in selecting profitable projects through managing resources and making tough decisions on what projects live and what projects die, you have decided to take this approach to developing your companys portfolio. After reviewing these strategies for newproduct development with your director of R&D, he has decided to provide you with the necessary budget and manpower to revolutionize your companys new product portfolio. However, he noticed several interesting analysis tools based on your review of the Innovation Days, and has tasked you and your team with presenting four (4) scenarios for his review before moving forward with the go/kill decision point. As luck would have it, your team has passed through Discovery and Scoping, and in the second screen you have already narrowed the number of projects to nine (9). You are in Stage Two (2): Building the business case. The scenarios your director has provided you are as follows: Scenario 1 NPV, Business as Usual Eliminate the Negative Projects The team has been working throughout the Predevelopment stage in order to get an understanding of the present value of