PMP  Formulas
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Cost Variance (CV)
 EVAC
 (Earned Value)  (Actual Cost)
 Negative= over budget
 Positive = Under budget
Difference between Budget Cost & Actual Cost

Schedule Variance (SV)
 EVPV
 (Earned Value) (Plan Value)
 Negative= Behind Schedule
 Positive = Ahead of Schedule
Difference between Planned Schedule & actual Schedule

Cost Performance Index (CPI)
 Earned Value / Actual Costs
 EV / AC
 <1  Under budget
 >1  Over budget
Measures Cost Efficiency

Schedule Performance Index (SPI)
 Earned Value / Plan Value
 (EV / PV)
 <1  Ahead of Schedule
 >1  Behind Schedule
Measures the work accomplishment efficiency

Estimate at Completion (EAC)
 Typical Variances: BAC / CPI
 Atypical VAriances: AC+ (BACEV)

Earned Value (EV)
 Budgeted value of work completed to be done at a given time
 (#units * cost per unit)

Planned Value (PV)
Budgeted value of work planned to be done at a given time

Actual Cost (AC)
Actual cost of work completed

Budget at Completion (BAC)
The original cost baseline

Estimate to Complete (ETC)
Value of work remaining
EACAC

Variance at Completion (VAC)
BACEAC
 <1: over budget
 >1: under budget

To Complete Performance Index (TCPI)
 Optimal Rate to Complete within budget
 (BACEV) / (BACAC)
 Assumes original bedget cannot be achieved
 (BACEV) / (EAC  AC)

Point of Total Assumption (PTA)
 Used for FPIF Contracts  the point at which the seller loses $ on the contract
 (Ceiling Price  Target Price) / buyers Share Ratio + Target Cost

Future Value (FV)
P*(1+i)^{n}

Present Value
FV / (1+i)^{n}

Expected Activity Duration
 Beta / Pert:
 (Optimistic + 4*(Most likely) + Pessimistic) / 6
 Triangular:
 (Optimistic + Most Likely + Pessimistic) / 3

Expected Monetary Value (EMV)
Probability * Impact