To Dear Viewers,
Happy New Year to my friends and thanks for your visiting again. The main purpose of establishing this Blog is to promote PMP's effectiveness instead of geting any interest from you or using here to reach comcercial purposes.
I'm trying to share information regaring PMBOK what I've known with you. Of course due to my own limited experiences and knowledge there should be some mistakes I did not find out in my paragraphs. Hope you can feedback me any corrections, questions, advices for fine-tune this Blog's content.
Now I play a PMO role in company and I also try to implement PMBOK pratice on my real office project and share what I've done with you. In other words, I'll keep making modifications and adding some real cases' information into paragraph you read before.
Nevertheless you're a candidate of PMP or PMP already or experienced PM or a team members or consultant already. I'm also here encouraging you to share your knowledge with those who needs or insterested in to better improve successful possibility of our project.
Not braging here, 90% PMBOK mentions I used to do therefore I would like to tell you my personal experiences in 2009.
The last is not least, I'm a friendly person who is interested in PM knowledge and how to implement it. Don't hesitate to give me your advices, please. thank you!
By the way, looking for someone who can translate my Blog into English(even 1 article is appreciated). please write e-mail to me if you're interested.
2009 resolutions of Ocean Wang
PMP Teaching Article (10)
有一個工程案件，我跟業主議價完結果為50000，我的預計成本為30000，但是工程結算完我的成本花費是25000，在沒有任何追加預算情形下， 原本預計利潤為（50000-30000=20000），後來利潤（50000-25000=25000） PV＝50000 EV＝30000 AC＝25000 這樣正確嗎? PS：我自己也有買PMP的書回來看，我自己在經營工程行，我想要讓自己提升，請您幫我解答好嗎？ 小弟不甚感激
30,000 是最後的PV稱為BAC(budget at completion)，當你完成所有工作你的EV會等於PV(30,000)，你最後的利潤是 50,000-25,000=25,000，預期利潤是50,000-30,000=20,000這樣說法沒錯，只是Earned Valve Analysis實獲值分析著重在專案過程中來控管進度、 範疇、成本效率，以便提早發現差異來分析改善。 舉例來說: 你的工程案50,000拿到，預計3天做完，每天預計完成10,000工作量，現在是第二天結束，實際完成原預計25,000工作量，實際花費是22,000 則目前(第二天結束)的PV, EV, AC分別如下：\ PV= 20,000 (因為每天預計完成10,000工作量) EV= 25,000 AC= 22,000 SV= EV – PV= 25,000-20,000=5,000 (進度超前，原本預定做完20,000工作量，實際做完25,000工作量) CV= EV – AC= 25,000-22,000=3,000 (成本控制低於預算，原本預計25,000的工作實際只花22,000) 希望對你有幫助 Ocean
真的謝謝你 我懂了! 真的感謝