Pmp formulas
- 1. PMP Formulas 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 % COMPLETE = EV / BAC x 100 % SPENT = AC / BAC x 100 CV% = CV / EV x 100 SV% = SV / PV x 100 PERT PERT 3-point = (Pessimistic+(4*Most Likely)+Optimistic)/6 PERT α = (Pessimistic - Optimistic) / 6 PERT Activity Variance = ((Pessimistic - Optimistic) / 6)^2 PERT Variance all activities = _sum((Pessimistic - Optimistic) / 6)^2 Classes of Estimates 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%
- 2. Project Selection PV = FV / (1+r)^n FV = PV * (1+r)^n NPV = Select biggest number. ROI = Select biggest number. IRR = 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. Exp. Value = Probability % x Consequence $ 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) SIGMA 1 sigma = 68.26% 2 sigma = 95.46% 3 sigma = 99.73% 6 sigma = 99.99% Important Values Control Limits = 3 sigma from mean Control Specifications = Defined by customer; less than the control limits Float on the critical path = 0 days
- 3. 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%.) Network Diagram Forward Pass ES = EF of the predecessor node EF = ES + Dur Backward Pass LF = LS of the Successor LS = LF – Dur Slack = LF – EF = LS – ES Free Float = ES(Successor) - EF(Predecessor) You need to understand the terms and the logic relationships between the inputs, outputs and tools& techniques. Memorizing them is not enough and will lead you nowhere. Refer to the PMBoK 5h Edition for more details. & Please do not hesitate to contact me anytime if you have any questions, comments, and feedbacks. Success is yours, Prepared By: Amr Miqdadi, PMP info@pmlead.net http://www.pmlead.net PMI®, PMP®, CAPM® and PMBOK® Guide are trademarks of the Project Management Institute, Inc. PMI® has not endorsed and did not participate in the development of this product. ES Dur EF Node LS Float LF