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1. PERT  (P + 4M + O )/ 6 Pessimistic, Most Likely, Optimistic 
2. Standard Deviation  (P – O) / 6 
3. Variance  [(P – O)/6 ]squared 
4. Float or Slack  LSES and LFEF 
5. Cost Variance  EV – AC 
6. Schedule Variance  EV – PV 
7. Cost Perf. Index  EV / AC 
8. Sched. Perf. Index  EV / PV 
9. Est. At Completion (EAC)  BAC / CPI,AC + ETC — Initial Estimates are flawed
AC + BAC – EV — Future variance are Atypical AC + (BAC – EV) / CPI — Future Variance would be typical 
10. Est. To CompletePercentage complete  EAC – ACEV/ BAC 
11. Var. At Completion  BAC – EAC 
12. To Complete Performance Index TCPI  Values for the TCPI index of less then 1.0 is good because it indicates the efficiency to complete is less than planned. How efficient must the project team be to complete the remaining work with the remaining money?( BAC – EV ) / ( BAC – AC ) 
13. Net Present Value  Bigger is better (NPV) 
14. Present Value PV  FV / (1 + r)^n 
15. Internal Rate of Return  Bigger is better (IRR) 
16. Benefit Cost Ratio  Bigger is better ((BCR or Benefit / Cost) revenue or payback VS. cost)Or PV or Revenue / PV of Cost 
17. Payback Period  Less is betterNet Investment / Avg. Annual cash flow. 
18. BCWS  PV 
19. BCWP  EV 
20. ACWP  AC 
21. Order of Magnitude Estimate  25% – +75% (50 to +100% PMBOK) 
22. Budget Estimate  10% – +25% 
23. Definitive Estimate  5% – +10% 
24. Comm. Channels  N(N 1)/2 
25. Expected Monetary Value  Probability * Impact 
26. Point of Total Assumption (PTA)  ((Ceiling Price – Target Price)/buyer’s Share Ratio) + Target Cost 
Sigma σ 

Return on Sales ( ROS )  Net Income Before Taxes (NEBT) / Total Sales ORNet Income After Taxes ( NEAT ) / Total Sales 
Return on Assets( ROA )  NEBT / Total Assets ORNEAT / Total Assets 
Return on Investment ( ROI )  NEBT / Total Investment ORNEAT / Total Investment 
Working Capital  Current Assets – Current Liabilities 
Discounted Cash Flow  Cash Flow X Discount Factor 
Contract related formulas  Savings = Target Cost – Actual CostBonus = Savings x Percentage
Contract Cost = Bonus + Fees Total Cost = Actual Cost + Contract Cost 
F rom:http://pmzilla.com/formulaspmppmp
ormulas You Must Know
Acroynyms Used in Formulas
AC  Actual Cost of the Work Performed 
BAC  Budget at Completion (Project budget) 
CV  Cost Variance 
CPI  Cost Performance Index 
EAC  Estimate at Completion 
ETC  Estimate to Complete 
EV  Earned Value (Budgeted Cost of the Work Performed) 
PV  Planned Value (Budgeted Cost of the Work Scheduled) 
SV  Schedule Variance 
SPI  Schedule Performance Index 
VAC  Variance at Completion 
Cost and Schedule Formulas
CV = EV – AC 
SV = EV – PV 
CPI = EV / AC 
SPI = EV / PV 
CV and SV are also known as progress formulas. CPI and SPI are also known as efficiency indicators.
CV (cost variance) measures money. SV (schedule variance) measures time. To get from CV to CPI or SV to SPI, just change the minus sign to a division sign. CPI and SVI are efficiency indicators.
With CV and SV, positive values are good (under budget, ahead of schedule). Similarly, with CPI and SPI, values greater than 1 are good.
Remember that in the cost and schedule formulas, EV is always the first value.
Forecasting Formulas
(simplest formula: typical or no variances) EAC = BAC / CPI 
(atypical variances) EAC = AC + (BAC – EV) 
(typical variances) EAC = AC + (BAC – EV) / CPI 
(atypical variances) ETC = BAC – EV 
(typical variances) ETC = (BAC – EV) / CPI 
Note that the second formulation for EAC could be restated as
EAC = AC + ETC 
ETC (estimate to complete) measures work which is still outstanding.
EAC (estimate at completion) measures total work when the project is complete.
Both are calculated differently depending on whether the variances so far are typical or atypical.
PERT Formulas for Activity Duration Estimating
Activity Length = (P+4M+O) / 6 
Activity Std. Dev = (PO) / 6 
Activity Variance = ((PO) / 6)^{2} 
where P is the pessimistic estimate, O is the optimistic estimate and M is the most likely estimate.
The Activity Length formula is also known as the “three point estimate.”
Remember that you cannot simply add standard deviations; you must calculate variances (the standard deviation squared), sum them and then take the square root.
Critical Path Formulas for Activity Duration Estimating
Activity Duration = EF – ES or LF – LS 
Activity Float = LS – ES or LF – EF 
Remember CPM is deterministic, using specific durations; PERT is probabilistic, using statistical estimates of durations.
Quality Formulas (Normal Distribution)
1 sigma = 68.26% 
2 sigma = 95.46% 
3 sigma = 99.73% 
6 sigma = 99.99985% 
Financial Formulas
These formulas are used in budgeting and project selection.
Payback period: number of years until the sum of future cash flows equals the initial investment. 
Examples of using the financial formulas
 Payback Period: Obviously this is an extremely rough calculation which does not take into account the time value of money. If the initial investment is $10,000, and the cash flows are:
Year Amount (FV) 1 $2000 2 $2000 3 $2000 4 $2000 5 $2000 6 $2000 7 $2000 8 $2000 then the payback period is 5 years.
 PV: The present value is the discounted value of a future cash flow. A “discount” is required because the present value of money is greater than the future value of money. It is expressed:
PV = FV/(1 + r)^{n}, where r is the interest rate (or cost of capital) and n is the years.What is the present value of an investment which pays $10,000 five years from now with an interest rate of 10% ?
$10,000 / (1 + .1) ^{5} = $6209.  NPV: The net present value is the sum of all future discounted cash flows. Using the calculations from the payback period example, and assuming a 10% cost of capital,
Year Amount (FV) PV 1 $2000 $1818 2 $2000 $1653 3 $2000 $1503 4 $2000 $1366 5 $2000 $1242 6 $2000 $1129 7 $2000 $1026 8 $2000 $933 So the present value of the next 8 years of cash flows is $10,670.
Also remember NPV is *net*, so if there is an initial investment, it must be subtracted. In other words, if this investment cost $10,000, the NPV would be $670, not $10,670.
 IRR – the Internal Rate of Return is the discount rate when the present value of cash flows is the same as the initial investment. Higher IRRs are preferred to lower ones. IRR is determined by trial and error, computing NPV with various interest rates.
Other Formulas
EV = (% complete) * BAC 
VAC = BAC – EAC 
Communication Channels = (N * (N1)) / 2 [where N is the number of parties] 
Overhead rate = (charge rate per hour – pay rate per hour) / pay rate per hour 
Old Acroynms
BCWP  Budgeted cost of work performed – old term for EV 
BCWS  Budgeted cost of work scheduled – old term for PV 
ACWP  Actual cost of work performed – old term for AC 
You probably won’t need to know these but they’re here for reference.
http://www.pmpexamguide.com/formulas.html