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PMP Formulas

The document provides formulas and definitions for key project management terms related to earned value, PERT, estimates, project selection, communications, probability, procurement, depreciation, sigma, important values, network diagrams, and more. It also includes tips for understanding relationships between inputs, outputs and techniques rather than just memorizing terms.

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Mohyuddin A Maroof
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© © All Rights Reserved
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Download as PDF, TXT or read online on Scribd
42 views

PMP Formulas

The document provides formulas and definitions for key project management terms related to earned value, PERT, estimates, project selection, communications, probability, procurement, depreciation, sigma, important values, network diagrams, and more. It also includes tips for understanding relationships between inputs, outputs and techniques rather than just memorizing terms.

Uploaded by

Mohyuddin A Maroof
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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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 = (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%

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

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

ES

Dur

EF

Node
Backward Pass
LF = LS of the Successor
LS = LF Dur

LS

Float

LF

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
[email protected]
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.

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