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Pmp, PMBOK 5 formulas. All of them I think.
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Terms in this set (88)
AC
Actual cost
CPI
Cost performance index
PV
(BCWS) Planned Value (Budgeted Cost of Work Scheduled)
SPI
Schedule performance index
SV
Schedule variance
(Planned vs. Actual)
EV
Earned value
EAC
Estimate at completion
ETC
Estimate to complete
BAC
Budget at completion
VAC
Variance at completion
NPV
Net present value
ROI
Return on investment
IRR
Internal rate of return
FV
Future value
NPV
Present value is the net present value of the project which is used for project selection. Also may be PV
BCR Benefit/cost
Benefit cost ratio
CBR Cost/Benefit
Cost benefit ratio
PTA
Point of total assumption
EMV
Expected monetary value
DUR
Duration
ES
Early start
EF
Early finish
LS
Late start
LF
Late finish
PERT
Program evaluation review technique
...circle with a line on top, but my computer doesn't have this symbol.
Sigma standard deviation
^ "to the power of"
(2^3=2x2x2=8)
Earned value
To calculate how much time and budget should have been spent with requards to the amount of work that has been done so far
CV=EV-AC
Cost variance formula
CPI=EV/AC
Cost percentage index formula
SV=EV-PV
schedule variance formula
SPI=EV/PV
Schedule variance index formula
EAC=BAC/CPI
EAC Formula with no variances in project "typical"
EAC=AC+ETC
EAC fundamentally flawed, used when original estimate were flawed
EAC=AC+(BAC-EV)
"atypical" formula used when variance has occurred but is expected to return to normal
EAC=AC+(BAC-EV)/CPI
EAC formula using cumulative CPI where future performance is just like past performance.
EAC=AC+(BAC-EV)/cumulative CPI*cumulative SPI
EAC formula assumes there is a negative cost performance to date and project schedules must be met, formula considering CPI and SPI
ETC=EAC-AC
ETC no variance, typical
ETC=BAC-EV
atypical using cumulative EV where future variance is not typical to what you have seen.
ETC=(BAC-EV)/CPI
ETC Typical, no variance
ETC flawed
New estimate is needed
EV/BAC*100
% complete
VAC formula
VAC=BAC-EAC
EV formula
%complete*BAC
TCPI
To complete performance index
TCPI=
BAC-EV/BAC-AC
BAC-EV/EAC-AC
TCPI=BAC-EV/EAC-AC
Used if original BAC is no longer attainable use this formula
PERT triangular distribution=
(Pessimist+most likely+optimist)/3
PERT weighted distribution
Pessimist+(4* most likely)+optimist/6
PERT standard deviation
(Pessimist-optimist)/6
PERT activity variance=
(Pessimist-optimist)/6^2
PERT deviations of all activities=
√sum (p-o)/6^2
Activity durations
EF-ES+1
Activity durations
LF-LS+1
Total float=
LS-ES or LF-EF
Slack or Free float=
ES of following-ES of present-duration of present
Duration of present
EF=ES+duration-1
ES=EF of predecessor+1
LF=LS of successor-1
LS=LF-duration+1
Project selection
r=interest rate
n=number of years
Present value
PV=FV/(1+r)^n
Future value
FV=PV*(1+r)^n
NPV, ROI, IRR
Formula not required, select the largest number
Payback period
Add up projected cash flow minus expenses until you reach initial investment, choose the lower number
BCR
Benefit/cost
project with the bigger BCR is better
CBR
Cost/benefit
Project with the lower CBR is better
Opportunity cost
The value of project opportunity that was not chosen
EMV
(Probability*impact) in currency Expected Monetary Value
PTA point of total assumption=
Target Cost 1,000,000 Target Profit 100,000
Target Price 1,100,000 Ceiling Price1,225,00
share ratio 80% buyer- 20% seller
PTA=((Ceiling Price-Target Price)/buyer's share ratio)+Target Cost
PTA=((1,225,000-1,100,000)/.80=156,250)+1,000,000=1,156,250
If for a moment, PTA is given and you are trying to calculate the ceiling price for the buyer (maximum amount that the buyer will have to spend),the calculation will be
(1,000,000 (target cost) + 100,000 (the profit the buyer pays to the seller) + (1,156,250 - 1,000,000)*0.8 = 1,225,000.
Average (Mean)
Sum of all members devided by #of all items
Median
Arrange numbers from lowest to highest, pick the middle one. If there is an even number of values calculate the mean of the two middle values
Values sigma
1 (sigma)=68.26%
2 (sigma)=95.46%
3 (sigma)=99.73%
6 (sigma)=99.99%
Control limits
3+/- sigma from the mean
Control specifications limits
Defined by customer loser than the control limits
Rough order of magnitude estimates
-25% to + 75%
-50% to +50%(PMBOK)
Preliminary estimates
-15% to +50%
Budget estimates
-10% to+25%
Definitive estimates
-5 to +10%
Final estimate
0%
Float on critical path is
0 days
Pareto diagram
80/20
Time PM spends communicating is
90%
Crashing a project
Crash the least expensive task on the critical path
JIT just in time inventory
0% extra ( or close to 0%)
Minus 100=
(100) or -100 number represented in parenthesis means it is a negative number
Communication channels
C=N*(N-1)/2
Planned value is also known as...
Budgeted Cost of Work Scheduled (BCWS)
The Actual Cost was once known as...
Actual Cost of Work Performed (ACWP)
EV = calculating EV formula
%complete*BAC
%complete=
EV/BAC*100
THIS SET IS OFTEN IN FOLDERS WITH...
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