2010-1-11

PMP

PMBOK

PMBOK

temporary

Uniqueness

Progressive Elaboration


3000

A.

B.
C.
D.

Project

Operational Work



A.
B.
C.

D.



A.
B.
C.
D.


____________
A.
B.
C.
D.

SMART


SMART
SMART
A
B
C
D

Time

Scope

Cost

Quality

Portfolios

Programs

Project

A.
B.
C.
D.

&
PMO

PM

Major program scope changes



A.
B.
C.
D.



AB
CD

A A
B B

C C
D D

PMBOK

Interpersonal Skills

Standards
Regulations



MaryDave
JasonTom

A. Mary
B. Dave
C. Jason
D. Tom

IT

HR

PMBOK



A
BMBA
C
D



_________
A.
B.
C.
D.

PMP



A.
B.
C.

D.

A.
B.
C.
D.



A. Kill Point
B.
C.
D.



A.
B.
C.
D.

A
B
C
D



A.
B.
C.
D.

A.

B.
C.
D.

40%

A.
B.

C.
D.

A.
B.
C.

D.

PMP

4.

4.1

4.2

4.3

4.4
4.5

4.6

5.

5.1
5.2
5.3 WBS

5.4
5.5

6.

6.1
6.2
6.3
6.4
6.5

6.6

7.

7.1
7.2

7.3

8.

8.1

8.2

9.

9.1

9.2
9.3
9.4

10.2

10.3
10.4

10.

10.1

11.

11.1
11.2
11.3
11.4
11.5

12.

12.1

8.3

10.5

11.6

12.2

12.3

12.4

A.
B.

C.
D.



A.
B.
C.
D.



A.
B.
C.
D.



A.
B.
C.
D.



A.
B.
C.
D.

4.1

10.1

6.1

5.1

6.2

5.2

6.3

7.1

6.4

7.2

6.5

5.3
WBS

4.2

8.1

12.1

HR

11.1

11.3

11.2

11.4

11.5

10.2

9.1
HR


HR
9.2

9.3

9.4

8.2

4.3

10.3

10.4

12.2

5.4

6.6

7.3

5.5

4.4

8.3

12.1

4.5

10.5

11.6

4.6

12.4

PMP

4.1

1.

1.

2.
3.
4.
5.

1.

A.
B.
C.
D.

5.1

4.1

5.2

4.2

10.1

NPV

EPVNPV

IRR

Payback

BCR

Benefitpayback/Cost Ratio

ROI

Return on investment

SV

CV

SPI

EV/PV

CPI

EV/AC

NPV

300

300

300

300

300

1000

-1000

300

300

300

300

300

1+i-n

0.9091

0.8264

0.7513

0.6830

0.6209

=*1+i-n

-1000

272.73

247.93

225.93

204.90

186.28

-1000

-727.27

-479.34

-253.94

-49.04

137.24


1
1416 CPI 122
SPI 11

113 CPI 12SPI 89316

19 4 CPI 8233
L

BCR

CP

CPI

1.4

16

1.2

1.1

SPI

1.1

0.893

0.82

ABB


3A3NPV
A 30,500B 21,200C 11,000

A.$21,200
B.$11,000
C.$19,500

D.$30,500


Sunken costs
A
B
C
D

4.2

1.

1.

2.

3.
4.

1.



A.
B.
C.
D.

5.2

5.3
WBS

5.1

6.5

9.1
HR

10.2

5.5

4.1

6.6

7.3

4.2

7.2

8.1

5.4

8.2

4.3

8.3

4.4

9.2

4.5

4.6

9.3

9.4

11.1

12.1

10.5

11.6

12.2

12.3

12.4

10.3

10.4

4.3

1.

1.

1.

2.

2.

2.

3.

3.

4.

4.

5.

4.2

4.5

4.3

8.3

5.5

6.6

7.3

8.2

10.5

11.6

12.3

4.4

1.

1.

2.

1.
2.

3.

3.

4.


4.2

10.5

4.4

4.5

4.5

1.

1.

2.

2.

1.

2.

3.
4.

3.

5.

CCB

2
3
4


DGF

A.
B.

C.
D.

Work Authorization System

A.
B.RACI
C.

D.

An external event

(Product scope)

error/omission
(Project scope)

error/omission

(Value-adding change)

(contingency plan or workaround plan)

2 PM

NO

4 CCB

YES

A
B
C
D

B
AA
CD





A
B
C



SPI=1.2CPI=1.4

A.
B.
C.

D.

A
B
C

4.4

5.4

4.2

4.5

5.5

6.6

7.3

8.2

12.2

9.4

10.4

12.3

4.3

8.3

10.5

12.1

11.6

4.6

1.

1.

2.

1.

2.

3.

5.4

4.2

4.6



A
B
C
D

PMP



A.
B.
C.
D.



A
B
CWBS
D

5.1

1.
1.

2.

1.

2.

3.

2.

4.

3.

5.

6.
7.
8.

QFD-

1
0

QFD--

123

25%

166

33%

102

20%

68

14%

41

8%

500

100%

QFD-

8
2
1

8
2

1
2

2
2
1

165

112

62

86

103

88

150

93

88

89

104



A.
B.

C.

D.



-
-

A
BSWOT

C
D


ID

4.1

4.2

5.1

10.1

5.2

5.4

5.3

5.5

12.1

5.2

1.

1.

1.

2.

2.

2.

3.

3.
4.

A
B
C
D/

1
2

3
4
5
6

A.WBS
B.
C.

D.

5.1

4.1

5.2

6.2

6.4

5.3

4.2

6.5

11.3

11.1

5.3 WBS

1.

1.

1.

2.

2.
3.

3.
4.

5.1

5.3

5.2

6.1

12.1

11.2

8.1

4.2

7.1

7.2

IT80

2
3
4

WBS
WBS

WBS

WBS

5.0

WBS
WBS

 CWBS
RBS
PBS
OBS
PSWBS
BOM

WBS-
WBS

SA12
SA12

SA12

SA12

SA12
XXXXXXXXXXXXXXXXXXXXXX

XXXXXXXXXXXXXXXXXXXXXXXX

XXXXXXXXXXXXXXXXXXXXXXXX

XXXXXXXXXXXXXXXXXXXXXXXX

200651,.

200651,.

2006101
200651,.

2006101
200651,.

2006101
200651,.

SA112006101

SA112006101

SA13
SA11

SA13
SA11

SA13
SA11

SA13
GB..

SA13
GB..

ISO.
GB..

ISO.
GB..
ISO.
GB..
ISO.
ISO.

5.4

1.

1.

2.

1.

2.

3.

3.

4.

Inspection
review
product review
Audits
walkthroughs

A.
B.
C.
D.

4.2

5.1

5.4

4.5

8.3

4.6

5.5

1.

1.
2.

1.

3.

2.

3.

4.

4.

5.

5.

A.
B.
C.

D.

A.
B.
C.

D.

4.2

4.3

5.1

5.5

4.5

10.5



A.
B.WBS
C.
D.

PMP

6.1

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

-
ID

1
2
3
4
5
6
7


WBS

A.
B.
C.

D.



A.
B.
C.
D.

SA12

SA12

SA12

SA12
XXXXXXXXXXXXXXXXXXXXXX

XXXXXXXXXXXXXXXXXXXXXXXX

XXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXXXXXXX

200651,.

200651,.
2006101
200651,.
200651,.

2006101
2006101

2006101

SA11

SA11
SA11
SA13
SA11
SA13
SA13

SA13

GB..

GB..

GB..
ISO.
GB..
ISO.
ISO.
ISO.

5.3
WBS

6.1

6.2

6.4

6.3

6.5

6.2

1.
2.
3.
4.
5.

1.
PDM
2.
3.

4.

1.
2.



A.
B.
C.
D.



A.
B.
C.
D.


-FS

Lag
2

A2B

-SS
A

Leading

-2
A
A

-FF

A2B
B

-
ID

PDM
B

1AON
24
3

ADM
3

A
1

C
2

F
D
5

1AOA
2F-S
3


Alpha

A.PDMAOA
B.PDMAOD
C.PDMAON

D.PDMADM



APDM
BADM

C
DPDM

A.PERT
B.
C.-
D.

 CDM
B

1
2GERT


A5B6C
7A-B-CB1CB
1
A. 12
B. 13
C. 14

D. 16

A
B
C

7 8

14

A.PERT
B.
C.-
D.


6.1

5.2

6.2

6.5

6.3

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

4.

5.

5.



A.
B.
C.
D.


ID

9.2

6.1

12.2

6.3

9.1

/
6.5

6.4

12.1

6.4

1.
2.

1.

1.

3.

2.

2.

4.

3.

5.

4.

6.

5.

7.

9.2

6.3

6.1

12.2

6.4

6.5

5.2

11.2



A.
B.
C.
D.

3
10

=*/

30


30
21

=60*4+30+120)/6=

65
=*4++/6


30
21
80
1=

65

60*4+30+120)/6=

2=120-30/6=15
3

=*4++/6
=-/6


50%+68%/2=84%
65

80

Te

68%
95%
99.73%

805068%
8015%


A36 21 6
A1626?
A.55.70%

B.68.26%
C.95.46%
D.99.73%


121618

A.68.26%1517
B.95.44%1517
C.68.26%14.6716.67
D.93.73%1517


1005500

A.
B.
C.
D.

6.5

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

4.

4.

5.

5.

6.

6.

7.

7.

8.

8.

9.


ES
EF
DU

ES

DU

EF

LS
LF
ID

FF
TF

EF=ES+DU-1

LS

LS=LF-DU+1

ES=EF+1
LF=LS-1
=LS-ES=LF-EF

TF

LF


ES3LS13
EF9LF19

A.
B.
C.

D.

ID

DU

ES

EF

LS

LF

FF

CPM
B

1
2
3 TF
4 FF
5=-

A.
B.
C.
D.

CDM

GERT

PDM

CPM

PERT

CPM

PERT

ADM

A 10

B 5

15

A 5

B 5

10

10

A 10

B 5

1Crashing
2 Fast tracking


4
1.6

A.
B.
C.

D.


...
A.
B.
C.
D.

A.
B.
C.
D.

6 1 2
3 0

6 1 2
3 0

3 1 1
0 7

1
2

6 1 2
3 0

6 1 2
3 0

3 1 1
0 7

Feeding buffer
Project buffer
Resource buffer

.(Eliyahu Goldratt)

TOC



A.
B.
C.
D.

A.
B.
C.
D.

1
2


NO

10

11

12

10
20

30
40
30
10
20
3
30
20
20

A.
B.
C.
D.

A.
B.
C.

D.


6.3

6.1

9.2

6.2

12.2

6.4

7.1

6.5

7.2

12.1

6.6

8.1

5.2

4.2

6.6

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

4.

4.

5.

5.

6.

7.
8.

4.3

6.5

4.2

6.6

10.5

4.5

A.
B.
C.
D.

PMP



A.
B.NPV
C.
D.

()
:
A

B
C
D


1000
800
1000
A.800200
B.800200
C.1000

D.800200

 11002 500
10
A$3 500
B$1 000
C$3 600
D$1 500

Double
declining
balance

=2/
100%
=12
=

Straight
line

=1
/100%
=12
=

Sum of
the years
digit

=/
100%

=12
=


ADouble declining balance
BStraight line
CSum of the years digit
DSalvage value

 ABC1.7
2000
A. 5000
B. 4500
C. 7500
D. 2500

D
17000-2000= 15000 15000*3/6
15000*2/615000*1/6=2500

7.1

1.
2.
3.
4.

1.

1.

2.

2.

3.

3.

4.
5.

5.

6.

6.

7.
8.
9.

ROM

-25%~+75%
-50%~+100%

-10%~+25%
-10%+15%

-5%~+10%

$100 000

A-50%+100 %
B+25% - 10%
C+10% - 5 %
D+10% - 2 5 %

A
B
C


5.3
WBS

6.5

9.1

11.2

7.1

7.2

12.1

7.2

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

4.

5.

5.

6.
7.

ID

= 3+5+7

= 3

= 2

=1

= 3+5


A
B
C
D


A
B
C
D


NO

10

11

12

10
20
30
40
30
10
20

3
30
20
20
3

250
000

150
000

200
000

100
000

150
000

100
000

250
000

400
000

600
000

700
000

850
000

950
000

700
600
500
400

300
200
100
0

1600
1450

1400

1350

1200
1100

1000
800

600
500

400
250

200
100

DS


5.3
WBS

6.5

7.1

9.2

7.2

12.1

12.2

8.1

7.3

4.2

7.3

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

5.

5.

6.

4.

6.

4.

EVM

PVPlanned Value=BCWS
BCWS = Budgeted Cost of Work Scheduled
WBS(
ACActual Cost=ACWP
ACWP =Actual Cost of Work Performed

EVEarned Value=BCWP
BCWP =Budgeted Cost of Work Performed

EVM

32
1000

12000PVEVAC

PV=2000EV=1000AC=2000

EVM
CVCost Variance
CV=EV-AC
00

SVSchedule Variance
SV=EV-PV
00

CPICost Performance Index

CPI=EV/AC

SPISchedule Performance Index

SPI=EV/PV

 EV=523000PV=623000AC=643000

ACV: +120,000; SV: +100,000

BCV: +100,000; SV: +120,000
CCV: -100,000; SV: -120,000
DCV: -120,000; SV: -100,000

EVM
XYZ10000$100,000
9
9000

$90,000

CPI=EV/ACAC=90000EV=9000*9=81000
CPI=81000/90000=81/90=0.9

EVT

CV=EV-AC SV=EV-PV CPI=EV/AC SPI=EV/PV

>0

<0

CV

SV

SVCV

CVSV

CVSV

>1

<1

SPI

CPI

 Z
1520Z
CPI1.1SPI0.811

A.
B.

C.
D.

4
300

5
400

100

200

100

200

AC

50

100

EV

ETC
EAC

EAC=AC+ETC

500

PV

EAC
ETC
EAC

AC

BAC

PV

EV

100

200

100

200

99

199

50

100

100

300

4
300

5
400

500

AC

EAC=AC+BAC-EV

EAC=BAC/CPI

EAC=AC+ETC

CPI=EV/AC

PV

EVM
1BAC200ACc120EVc80CPIc0.666

2BAC = $ 300,000 AC = $ 100,000 EV = $

150,000 CPI = $ 1.5
EAC

CVEACEAC=BAC/CPI
EAC=200/0.666
EACEAC=AC+BAC-EV= 250,000

BAC=$300,000AC=$100,000EV=$150,000CPI = $ 1.2
ETC = $ 120,000
A

$ 250,000

$ 220,000

$ 280,000

$ 300,000

EVM-EV

EV

50-50

0-100

100-100

4.2

7.2

4.3

7.3

10.5

4.5

PMP

ISO

2000ISO-9000

ISO-9000/2000
ISO-9001/2000
ISO-9004/2000
ISO-19011/2001 /

ISO-10012
ISO-TR10006
ISO-TR10007
ISO-TR10013
ISO-TR10014
ISO-TR10015
ISO-TR10017

ISO-
ISO-

ISO-

 Just In Time

A.45%
B.10%
C.12%
D.0%

P
D
C
A

-
Fitness for use


A.
B.
C.
D.

-

1
2
3
4

1S

68.27%

317300000

1Z

691500

30.85%

2S

95.45%

45000000

2Z

308500

69.15%

3S

99.73%

2700000

3Z

66800

93.32%

4S

99.9937%

63000

4Z

6200

99.38%

5S

99.999943%

57

5Z

230

99.977%

6S

99.9999998%

6Z

3.4

99.9997%

S=

Z=

85%


A.
B.
C.
D.


A.
B.
C.
D.


A.
B.
C.
D.


A.
B.
C.
D.

8.1

1.
2.
3.

1.

1.

2.

2.

3.
4.

4.

5.

5.

6.

6.

7.

7.

8.
9.

3.
4.
5.

 Jake
Jake
A.
B.
C.
D.

100%

99%

98%

97%
96%
95%

>

=
+
=
+
= +
=


A.
B.
C.
D.


A.
B.
C.
D.


2019.95520.045
20.03319.98219.99520.006
19.97019.96819.96319.95819.962
19.97919.959
A

B
C
D

A.
B.
C.
D.

CD

AM

FM

4GB

A.
B.
C.
D.


12045
8065

A
B

C
D

 100

A.0%

B.100

C.

D.100%100

9
QA/

12

10

11


A.
B.
C.
D.

A.
B.
C.
D.


5.3
WBS
10.1

8.1

7.2

11.2

11.2

6.5

8.2

8.3

4.2

8.2

1.
2.
3.
4.

1.

1.

2.

3.

3.

4.

2.

A.
B.
C.

D.

A.
B.
C.
D.


A.
B.
C.
D.


A.
B.
C.
D.

8.1

4.2

8.3

8.2

4.3

4.5

8.3

1.

2.

3.

3.

4.

3.

4.

5.

4.

6.

5.

5.

7.

8.

9.

1.
2.

6.
7.

1.
2.

6.
7.

10.

UCL

LCL
Out of Control


dbuV

135

130

125

120

115

110

10

1
2

=25%X

1-

95%

1.96

90%

1.645

80%

1.281

200

100%

160

80%

120

60%

80

40%
46%

40

20%

36%
12%

4%

2%

0%

A.
B.
C.
D.

A.
B.
C.
D.

A.
B.
C.

D.

 80/2080%20%

A
B
C
D

20/80


4.2

8.1

4.3

4.5

5.5

8.3

8.2

6.6

7.3

4.5

5.4

PMP

9.1

1.
2.
3.

1.

2.
3.

1.

RACI

R=Responsible
A=Accountable

C=Consult
I=Inform

:
A
B

C
D


300
275
250
225
200
175
150
125
100
75
50
25
9

16

23

30 6

13

20

27

13

20

27 3

10

17 24

15

22

A.
B.
C.
D.

6.3

9.1

4.2

7.1

9.2

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

A.
B.
C.
D.

:
A
B

C
D



__
A.
B.
C.
D.

4.2

6.3

6.4

9.2

6.5

9.4

9.3

7.2

9.3

1.

1.

1.

2.

2.

2.

3.

3.
4.
5.

6.

A.
B.
C.
D.

 --Bruce Tuckmans

A.
B.
C.
D.

A.
B.
C.
D.

Shared
Lead Ship


HerseyBlanchard
A.
B.
C.
D.


:
A
B
C
D

PM

Forming

PM
Directive
style

Selling or

Storming

Influence style

Normalizi

Participative

style

ng

Performin

Delegate
style

initiator

blocker

gatekeeper

recognition seeker



A.WBS
B.
C.
D.



A
B
C
D



_____

A
B
C



25%

A.
B.
C.

D.

MVE
M=VE

4.2

9.2

9.3

9.4

12.2

9.4

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

4.

4.

5.

5.

A.

B.
C.

D.


,
,
A
B
C
D

Collaborating

Confronting/
Problem Solving
Win-win

Forcing
Win-lose

Compromising

Smoothing/
Accommodating

Withdrawing/
Avoiding
Lose-leave

Yield-lose


?
A
B
C
D

A.
B.
C.

D.

A.
B.
C.
D.


14
30SPI
0.951.134

A.

B.
C.
D.

A.
B.
C.

D.

-XY


X
A.
B.
C.
D.

4.2

9.2

9.3

9.4

4.5

10.5

PMP

Email



A.
B.
C.
D. BC


Email

A.
B.
C.
D.

A.
B.
C.
D.

A.
B.
C.
D.

-38%

-55%

-7%

10.1

1.

1.

1.

2.

2.

2.

3.
4.

4.1

5.1

10.1

12.1

8.1

10.4

10.2

11.2

10.2

1.

1.

1.

2.

2.

2.

3.

3.

4.

4.

510

33

=N(N-1)/2


42

A.7
B.6
C.9
D.12



A.
B.
C.
D.

10.1

10.2

4.2

11.1

10.3

1.

1.

2.

2.

3.

1.

4.2

10.5

10.3

10.4

1.

1.

1.

2.

2.

2.

3.

3.

3.
4.

4.
5.

6.


1
2
3
4
5
6

7
8
9

10

371

4.2

10.1

10.4

4.5

10.5

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

4.
5.

6 1 2
3 0

6 1 2
3 0

3 1 1
0 7

WBS

PV

EV

AC

CV

CV/EV

SV

SV/PV

CPI

SPI

63000

58000

62500

-4500

-7.8%

-5000

-7.9%

0.93

0.92

64000

48000

46800

1200

2.5

-16000

-25%

1.03

0.75


4.2

5.5

7.3

11.6

6.6

7.3

9.4

10.5

12.3

10.3

4.4

4.5


:
A
B""
C1242
D30%

PMP

EMV

EMV EMV=P*V

--utility function

11.1

1.

1.

2.
3.
4.
5.

6.

1.

RBS

5.2

11.1

4.2

10.2

11.2

11.4

11.3

11.5

11.2

1.
2.
3.
4.
5.

1.
2.
3.
4.

6.

5.

7.

6. SWOT

8.

7.

9.
10.
11.

1.

SWOT

Strength

Opportunity

Weakness

Threat

ID

1
2
3
4
5
6

5.3
WBS
6.4

10.1

11.2

11.1

11.3

11.5

7.1

8.1

11.4

11.6

12.1

11.3

1.
2.
3.
4.

1.

2.
3.

4.
5.
6.

1.

ID

1
2
3
4
5
6
7

0.90

0.05

0.09

0.18

0.36

0.72

0.72

0.36

0.18

0.09

0.05

0.70

0.04

0.07

0.14

0.28

0.56

0.56

0.28

0.14

0.07

0.04

0.50

0.03

0.05

0.10

0.20

0.40

0.40

0.20

0.10

0.05

0.03

0.30

0.02

0.03

0.06

0.12

0.24

0.24

0.12

0.06

0.03

0.02

0.10

0.01

0.01

0.20

0.04

0.08

0.08

0.04

0.20

0.01

0.01

0.05

0.10

0.20

0.40

0.80

0.80

0.40

0.20

0.10

0.05

-PMBOK


11.1

11.2

5.3
WBS

11.3

11.4

1.
2.
3.
4.

1.

2.

3.

5.

1.

1
+10%

2
29%

+10%

30%

27%

+10%

26%

25%

24%
23%

20%

21%

20%

18%

5
4

+10%
+10%

-20%

-10%

0%

+10%

+20%

EMV

EMV

0.5

31

1.5

0.4

50

20

0.1

30

0.2

11

EMV
50%

500

50%

-300

80%

300

20%

-500

EMV=0.5*500-0.5*300=100
A

EMV=0.8*300-0.2*500=140

EMV

EMV=0.65*80+0.35*(-30)=41.5

-120

65%

80

200

-50

35%
-30
90
65%

70

120

35%

10
60

EMV=0.65*70+0.35*10=49

-PMBOK P215


11.1

11.2

11.4

11.5

1.
2.

1.

2.

3.
4.

1.
2.

3.
4.

Avoid

WBS

Mitigate

Transference

Acceptance

Acceptance

ID

1
2
3
4
5
6
7


11.1

11.2

11.5

4.2

12.1

11.6

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

4.

5.

5.

4.

6.

ID

2
3
4
5
6
7

4.2

11.2

11.6

10.5

4.3

4.5

PMP

12.1

1.

1. -

1.

2.

2.

2.

3.

3.

3. -

4.

4.

5.

5.

6.

6.

7.
8.
9.

10.
11.

--

20
0.2

X20+0.2X=1X
X25
25

FP

CPPC

CPFF

CPIF

T&M


:
A
B
C
D

A.
B.
C.
D.



SOW SOW

A
B
C
D

A
B
C
D

,
:
A

Cost Plus Incentive FeeCPIF

(Actual)

100 000

80 000

120 000

10 000

10 000

10 000

20
000

80:20

4 000

-4 000

(Sharing Ratio)

(20 000) 20

=+-*+

11 0000

94 000

126 000

20 3
232770/30
17:
A$21000

B$35000
C$39000
D$51000

C
20 7030 3
17 3+20-17*03=3+09=39

160 000

(Actual)

130 000

150 000

100 000

15 000

15 000

15 000

161000
160000
160000

80:20

-4 000

6000

145 000

160 000

121000

(Sharing Ratio)

161 000

15 000

10 000

21 000

=+-*+

10000

3000

(Actual)

1500

10 000

15 000

5000

2000

1500

3000

80:20

-1000

1000
1000

1000

15000

+1000

(Sharing Ratio)

1500
16500

12 000

16500

8000

2000

1500

3000

1500 3000


Target costs
Fix Fee

target price +.
Ceiling Price
.
PTA =Point of Total Assumption

PTA
1000000
10000080/201200000
PTA
A$1,300,000
B$1,500,000
C$ 80,000
D$1,125,000

D
PTAXX120=X+100-X0.2+10

5.3
WBS

6.3

6.5

7.1

5.1

11.2

4.5

12.1

4.2

12.2

7.2

11.5

10.1

12.2

1.

1.

1.

2.

2.

2.

3.

3.

3.

4.

4.

5.

5.

6.

6.

4.
5.
6.
7.
8.

7.

9.


NO

10

70

700

20

85

1700

15

65

975

50

100

50

100

15

70

1050

80

240

55

275

40

80

10

80

240

11

50

250

12

10

60

600

100

66

5850

=6000

A.
B.
C.
D.



A.
B.
C.
D.

A.

B.
C.

D.


4.2

12.1

12.2

4.5

6.3

6.4

12.3

6.5

9.3

7.2

12.3

1.
2.
3.
4.
5.

6.

1.

1.

2.

3.

3.

4.

4.
5.
6.
7.

2.


4.2

12.2

4.3

10.5

12.3

4.5

12.4

12.4

1.

1.

1.

2.

2.

2.

3.



A.
B.
C.
D.


12.3

4.2

12.4

PMI

PMP