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Nur Inayah

International Islamic University Malaysia

Arshia Rasekh

Islamic Azad University, Science and Research Branch

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Comenzamos nuestro viaje por el manejo de Primavera Project Planner 6.0. Dividiremos la revisión ... more Comenzamos nuestro viaje por el manejo de Primavera Project Planner 6.0. Dividiremos la revisión de los conceptos Primavera P6 en 4 partes principales:

Para facilitar su lectura, ha sido elaborado en dos partes; la primera trata de una experiencia t... more Para facilitar su lectura, ha sido elaborado en dos partes; la primera trata de una experiencia teórica y la segunda al desarrollo práctico del tema.

Earned Value CV = EV-AC CPI = EV / AC SV = EV-PV SPI = EV / PV EAC 'no variances' = BAC / CPI EAC... more 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%

CV = EV-AC CPI = EV / AC SV = EV-PV SPI = EV / PV EAC 'no variances' = BAC / CPI EAC 'fundamental... more 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 PERT PERT 3-point = (Pessimistic+(4*Most Likely)+Optimistic)/6 PERT σ = (Pessimistic-Optimistic) / 6 PERT Activity Variance = ((Pessimistic-Optimistic) / 6)^2 PERT Variance all activities = √sum((Pessimistic-Optimistic) / 6)^2 Network Diagram Activity Duration = EF-ES + 1 or Activity Duration = LF-LS + 1 Total Float = LS-ES or Total Float = LF – EF Free Float = ES of Following-ES of Present-DUR of Present EF = ES + duration-1 ES = EF of predecessor + 1 LF = LS of successor-1 LS = LF-duration + 1 Project Selection PV = FV / (1+r)^n FV = PV * (1+r)^n NPV = Formula not required. Select biggest number. ROI = Formula not required. Select biggest number. IRR = Formula not required. 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. 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) Mathematical Basics Average (Mean) = Sum of all members divided by the number of items. Median = Arrange values from lowest value to highest. Pick the middle one. If there is an even number of values, calculate the mean of the two middle values. Mode = Find the value in a data set that occurs most often. Values 1 sigma = 68.26% 2 sigma = 95.46% 3 sigma = 99.73% 6 sigma = 99.99% Control Limits = 3 sigma from mean Control Specifications = Defined by customer; looser than the control limits 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% 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%.) Minus 100 = (100) or-100

Thank you for purchasing the PMP® Formula Study Guide™. We are certain that it will be your most ... more Thank you for purchasing the PMP® Formula Study Guide™. We are certain that it will be your most helpful tool in studying the formulas that are required for the PMP Exam. We wish you all the best for your PMP Exam! This guide contains the following 3 sections • Essential PMP formulas-The formulas you need to know for the PMP Exam. • Values to remember-A selection of important values to study in preparation for the PMP Exam. • Acronyms-The list of acronyms used throughout this guide as well as on the PMP Exam.

Comenzamos nuestro viaje por el manejo de Primavera Project Planner 6.0. Dividiremos la revisión ... more Comenzamos nuestro viaje por el manejo de Primavera Project Planner 6.0. Dividiremos la revisión de los conceptos Primavera P6 en 4 partes principales:

Para facilitar su lectura, ha sido elaborado en dos partes; la primera trata de una experiencia t... more Para facilitar su lectura, ha sido elaborado en dos partes; la primera trata de una experiencia teórica y la segunda al desarrollo práctico del tema.

Earned Value CV = EV-AC CPI = EV / AC SV = EV-PV SPI = EV / PV EAC 'no variances' = BAC / CPI EAC... more 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%

CV = EV-AC CPI = EV / AC SV = EV-PV SPI = EV / PV EAC 'no variances' = BAC / CPI EAC 'fundamental... more 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 PERT PERT 3-point = (Pessimistic+(4*Most Likely)+Optimistic)/6 PERT σ = (Pessimistic-Optimistic) / 6 PERT Activity Variance = ((Pessimistic-Optimistic) / 6)^2 PERT Variance all activities = √sum((Pessimistic-Optimistic) / 6)^2 Network Diagram Activity Duration = EF-ES + 1 or Activity Duration = LF-LS + 1 Total Float = LS-ES or Total Float = LF – EF Free Float = ES of Following-ES of Present-DUR of Present EF = ES + duration-1 ES = EF of predecessor + 1 LF = LS of successor-1 LS = LF-duration + 1 Project Selection PV = FV / (1+r)^n FV = PV * (1+r)^n NPV = Formula not required. Select biggest number. ROI = Formula not required. Select biggest number. IRR = Formula not required. 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. 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) Mathematical Basics Average (Mean) = Sum of all members divided by the number of items. Median = Arrange values from lowest value to highest. Pick the middle one. If there is an even number of values, calculate the mean of the two middle values. Mode = Find the value in a data set that occurs most often. Values 1 sigma = 68.26% 2 sigma = 95.46% 3 sigma = 99.73% 6 sigma = 99.99% Control Limits = 3 sigma from mean Control Specifications = Defined by customer; looser than the control limits 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% 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%.) Minus 100 = (100) or-100

Thank you for purchasing the PMP® Formula Study Guide™. We are certain that it will be your most ... more Thank you for purchasing the PMP® Formula Study Guide™. We are certain that it will be your most helpful tool in studying the formulas that are required for the PMP Exam. We wish you all the best for your PMP Exam! This guide contains the following 3 sections • Essential PMP formulas-The formulas you need to know for the PMP Exam. • Values to remember-A selection of important values to study in preparation for the PMP Exam. • Acronyms-The list of acronyms used throughout this guide as well as on the PMP Exam.

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