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PMP (Formulas)

Earned Value AnalysisPV (Planned Value) = BCWS (Budgeted Cost of Work Schedule)EV (Earned Value) = BCWP (Budgeted Cost of Work Performed)AC (Actual Cost) = ACWP (Actual Cost of Work Performed)

CV = EV ACSV = EV PVCPI = EV / ACSPI = EV / PV

ETC = BAC EV [Future Variances are Atypical or Not Consistent or Di similar]ETC = (BAC EV) / CPI [Future Variances are Typical or Consistent or similar]

EAC = BAC / CPI [simplest formula: typical or no variances]EAC = AC + ETC [ Initial Estimates are flawed]EAC = AC + BAC EV [Future variances are Atypical or Not Consistent or Di similar]EAC = AC + BAC EV / CPI [Future Variances are Typicalor Consistent or similar]

VAC = BAC EAC

% COMPLETE = EV / BAC x 100% SPENT = AC / BAC x 100

CV% = CV / EV x 100SV% = SV / PV x 100

Float or SlackLS - ES and LF EF

MEAN -> AverageMODE -> The most found numberRANGE -> Largest - Smallest Measure.

MEDIUM -> No in the middle or avg. of 2 middle Nos

PERT = O + 4ML + P / 6STD. DEV. OF TASK = P O / 6TASK VAR. = [(P - O)/6 ] squared = Std. Dev ^ 2CP STD. DEV. = + +

SIGMA1 = 68.262 = 95.463 = 99.736 = 99.99

Channels of Communication (N x (N 1)) / 2

Project SelectionPV = F V / (1+r) (or) FV = PV x (1+r)

Cash Flow = Cash Inflow Cash OutflowDiscounted Cash Flow = CF x Discount FactorARR = S Cash Flow / No. of YearsROI = (ARR / Investment) * 100 % Bigger is betterBCR = Benefits / Cost

Benefit Cost Ratio (BCR)Bigger is better

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((BCR or Benefit / Cost)Revenue or Payback VS. cost) Or PV or Revenue / PV of Cost

Net Present Value (NPV) = Net Present Value Bigger is better

Internal Rate of Return (IRR)Bigger is better

Payback Period Less is betterNet Investment / Avg. Annual cash flowExp. Value = Probability % x Consequence $

Class of EstimatesDefinitive +5%Capital Cost +10-15%Appropriation +15-25%Feasibility +25-35%Order of Magnitude > +35% (-50 - 75%)

Contract IncentivesSavings = Target Cost Actual CostBonus = Savings x Percentage

Contract Cost = Bonus + FeesTotal Cost = Actual Cost + Contract Cost

Expected Monetary Value Probability * Impact

Point of Total Assumption (PTA) ((Ceiling Price - Target Price) / buyer's Share Ratio) +Target Cost

To Complete Performance Index [TCPI]Values for the TCPI index of less then 1.0 is good because it indicates the efficiency to complete isless than planned. How efficient must the project team be to complete the remaining work with theremaining money?( BAC - EV ) / ( BAC - AC )

Cost of Quality (CoQ) =( ( Review Efforts + Test Efforts + Training Efforts + Rework Efforts + Efforts of Prevention) / Totalefforts) x 100 %