Pmp Formula Pocket_Guide
22 likes9,105 views
The document serves as a PMP® formula pocket guide that provides essential formulas and calculations relevant to project management, including earned value management, depreciation methods, and estimation techniques. It outlines key metrics such as CPI, EAC, NPV, ROI, and various depreciation methods along with their formulas. Additionally, it summarizes statistical concepts like averages and control limits, as well as project management strategies such as crashing a project and managing communication channels.
Pmp Formula Pocket_Guide
- 1. PMP® Formula Pocket Guide Print it - Fold it - Study wherever you go. Visit www.pmprepcast.com for more PMP resources. Please see disclaimer on the PMP Formula Study Guide. © 2008 ScopeCreep Project Management Consultants. All rights reserved. Version 1.1 Earned Value CV = EV - AC CPI = EV / AC SV = EV - PV SPI = EV / PV EAC ‘no variances’ = BAC / CPI EAC ‘fundamentally flawed’ = AC + ETC EAC ‘atypical’ = AC + BAC - EV EAC ‘typical’ = AC + ((BAC - EV) / CPI) ETC = EAC - AC ETC ‘atypical’ = BAC - EV ETC ‘typical’ = (BAC - EV) / CPI ETC ‘flawed’ = new estimate Percent Complete = EV / BAC * 100 VAC = BAC - EAC EV = % complete * BAC PERT PERT 3-point = (Pessimistic+(4*Most Likely)+Optimistic)/6 PERT σ = (Pessimistic - Optimistic) / 6 PERT Activity Variance = ((Pessimistic - Optimistic) / 6)^2 PERT Variance all activities = √sum((Pessimistic - Optimistic) / 6)^2 Network Diagram Activity Duration = EF - ES + 1 or Activity Duration = LF - LS + 1 Total Float = LS - ES or Total Float = LF – EF Free Float = ES of Following - ES of Present - DUR of Present EF = ES + duration - 1 ES = EF of predecessor + 1 LF = LS of successor - 1 LS = LF - duration + 1 Project Selection PV = FV / (1+r)^n FV = PV * (1+r)^n NPV = Formula not required. Select biggest number. ROI = Formula not required. Select biggest number. IRR = Formula not required. Select biggest number. Payback Period = Add up the projected cash inflow minus expenses until you reach the initial investment. BCR = Benefit / Cost CBR = Cost / Benefit Opportunity Cost = The value of the project not chosen. Communications Communication Channels = n * (n-1) / 2 Probability EMV = Probability * Impact in currency Procurement PTA = ((Ceiling Price - Target Price) / Buyer's Share Ratio) + Target Cost Depreciation Straight-line Depreciation: Depr. Expense = Asset Cost / Useful Life Depr. Rate = 100% / Useful Life Double Declining Balance Method: Depr. Rate = 2 * (100% / Useful Life) Depr. Expense = Depreciation Rate * Book Value at Beginning of Year Book Value = Book Value at beginning of year - Depreciation Expense Sum-of-Years' Digits Method: Sum of digits = Useful Life + (Useful Life - 1) + (Useful Life - 2) + etc. Depr. rate = fraction of years left and sum of the digits (i.e. 4/15th) Mathematical Basics Average (Mean) = Sum of all members divided by the number of items. Median = Arrange values from lowest value to highest. Pick the middle one. If there is an even number of values, calculate the mean of the two middle values. Mode = Find the value in a data set that occurs most often. Values 1 sigma = 68.26% 2 sigma = 95.46% 3 sigma = 99.73% 6 sigma = 99.99% Control Limits = 3 sigma from mean Control Specifications = Defined by customer; looser than the control limits Order of Magnitude estimate = -25% to +75% Preliminary estimate = -15% to + 50% Budget estimate = -10% to +25% Definitive estimate = -5% to +10% Final estimate = 0% Float on the critical path = 0 days Pareto Diagram = 80/20 Time a PM spends communicating = 90% Crashing a project = Crash least expensive tasks on critical path. JIT inventory = 0% (or very close to 0%.) Minus 100 = (100) or -100 Acronyms AC Actual Cost BAC Budget at Completion BCR Benefit Cost Ratio CBR Cost Benefit Ratio CPI Cost Performance Index CV Cost Variance DUR Duration EAC Estimate at Completion EF Early Finish EMV Expected Monetary Value ES Early Start ETC Estimate to Complete EV Earned Value FV Future Value IRR Internal Rate of Return LF Late Finish LS Late Start NPV Net Present Value PERT Program Evaluation and Review Technique PTA Point of Total Assumption PV Planned Value PV Present Value ROI Return on Investment SPI Schedule Performance Index SV Schedule Variance VAC Variance at Completion σ Sigma / Standard Deviation ^ “To the power of” (2^3 = 2*2*2 = 8)