Calculations Flashcards
Planned Value (PV)
The value of the work you plan on completing during a specific period of time in the project schedule. Or it is the authorized budget assigned to scheduled work.
The formula is Planned Percentage Complete * Budget at Completion(BAC)
Earned Value (EV)
The value of work that’s actually been performed or completed. Or it’s a measure of work performed expressed in terms of the budget authorized for work.
The formula is the Actual Percentage Complete * Budget at Completion(BAC)
Actual Cost (AC)
The actual money spent on the project at a given point in time. Or it is the realized cost incurred for the work performed on an activity during a specific time period.
Budget at Completion (BAC)
The total budget for the project or the sum of all budgets established for the work to be performed.
Schedule Variance (SV)
The difference between the work you planned to do and what you actually did at a specific point in time. The formula is Earned Value (EV) - Planned Value (PV)
Cost Variance (CV)
The difference between the costs you planned to spend and what you actually spent at a specific point in time. The formula is Earned Value (EV) - Actual Cost (AC)
Schedule Performance Index (SPI)
Measures the efficiency of the work put into a project at a specific point in time. The formula is the ration of Earned Value (EV) / Planned Value (PV) A number less than 1 is a sign the project is behind schedule.
Cost Performance Index (CPI)
Measures the efficiency of the money spent on a project at a specific point in time. The formula is the ratio of Earned Value(EV) / Actual Cost (AC) A number less than 1 is a sign the project is over cost.
Estimate at Completion (EAC)
Based on project performance, the cost at the end of the project may be more or less than what was budgeted (BAC). The formula is the Budget at Completion / Cost Performance Index (CPI)
Estimate to Completion (ETC)
Takes into consideration what you’ve spent to date then evaluates team performance, and then provides a cost of how much the remaining work will cost to complete. the formula is the Estimate at Completion (EAC) - Actual Costs (AC)
Variance at Completion (VAC)
Calculates the difference between the Budget at Completion (BAC) and the Estimate at Completion (EAC) The formula is the Budget at Completion - Estimate at Completion (EAC)
To-Complete Performance Index (TCPI)
Measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specific management goal. The formula is the (Budget at Completion (BAC) - Earned Value (EV)) / (Budget at Completion (BAC) - Actual Costs (AC). Numbers above 1 are bad.
Number of Communication Channels for a Project
There is a simple formula for figuring out the number of communication channels: n(n-1)/2, where n is the
number of stakeholders.
For example, a project with 5 stakeholders would look like this: 5(5-1)/2=5(4)/2= 20/2=10 communication
channels.
Understanding how many communication channels there are helps the project manager determine how
many stakeholders to communicate with, how to communicate with them, how much detail to use, how
often to communicate, and who will send the communication.
Beta Distribution
Uses PERT with but weighs the realistic estimate more heavily. P+(4)R+ O / 6
Project Budget
Management Reserve + Cost Baseline