PMP Braindump

What is the range of a 'Final' estimate?

0%

Formula: Pert Activity duration estimate

(P + (4 * ML) + O) / 6

What is the range of a 'Budget' estimate?

-10% to +25%

What is the range of a 'Preliminary' estimate?

-15% to +50%

What is the range of a 'Definitive' estimate?

-5% to +10%

What is the range of a 'Rough Order of Magnitude' estimate?

-50% to +50%

Formula: BCR

BCR = Benefit / Cost

Formula: CBR

CBR = Cost/Benefit

Formula: CPI

CPI = EV/AC >=1 is Good

Formula: CV

CV = EV - AC Negative=bad Positive=good

Formula: EAC

EAC = BAC / CPI

Formula: EMV

EMV = Probability * Impact in currency

Formula: ETC

ETC = EAC - AC

Formula: EV

EV = % complete * BAC

Formula: Total Float

Float = LS - ES Float = LF - EF

Formula: FV

Future value: Value of money on a give date in the future. FV = PV * (1 + r)^n

How do you calculate the PERT Standard Deviation for multiple activities

1. Calculate the variance of each activity 2. Add these up 3. Take the square root of the sum

Name the 3 Contract types, when to use each one, and who bears the most risk

1. Fixed Price (FP or FFP): Use when scope is well-defined; Seller bears most risk 2. Time and Materials: Use when work is small value amount, short duration. Buyer bears risk. 3. Cost Reimbursable: Use when scope is uncertain. Buyer bears most risk.

Name each process and it's process group: Cost

3 Processes P: 2 Estimate costs Determine budget MC: 1 Control Costs

Name each process and it's process group: Quality

3 Processes P: Plan Quality E: QA MC: QC

Name each process and it's process group: HR

4 Processes P: 1 Plan HR E: 3 Acquire Project Team Develop team Manage team

Name each process and it's process group: Procurements

4 Processes P: Plan Procurements E: Do Procurements MC: Administer Procurements C: Close Procurements

Name each process and it's process group: Communications

5 Processes I: ID Stakeholders P: Plan Communications E: 2 Distribute Information Manage Stakeholder expectations MC: Report Performance

Name each process and it's process group: Scope

5 Processes P: 3 Gather requirements Define Scope Create WBS MC: 2 Verify Scope Control Scope

Name each process and it's process group: Integration

6 Processes I: Charter P: Project Plan E: Manage Work MC: MC Work MC: Integrated change control C: Close project or phase

Name each process and it's process group: Risk

6 Processes P: (5) Plan Risk Management ID Risks Qualitative Analysis Quantitative Analysis Plan Risk Response MC: MC Risks

Name each process and it's process group: Time

6 Processes P: 5 Define Activities Sequence Activities Estimate Resources Estimate durations Develop Schedule MC: 1 Control Schedule

Value: 1 sigma

68.26%

Value: 2 sigma

95.46%

Value: 3 sigma

99.73%

Value: 6 sigma?

99.99%

Formula: PTA

PTA = ((Ceiling Price - Target Price) / Buyer's share Ratio) + Target Cost. The result is a monetary value. When reached, the seller covers all the cost risk beyond.

Formula: PV

PV = FV / (1+r)^n The higher the PV the better

Formula: Percent complete

Percent complete = EV/BAC * 100

PERT Standard deviation (Single Activity)

SD = (P - O) / 6

Formula: SPI

SPI = EV / PV

Formula:SV

SV = EV - PV

Formula: TCPI

TCPI = (BAC - EV) / (BAC - AC)

Formula: VAC

VAC = BAC - EAC

Formula: PERT Activity Variance

Variance = ((P - O) /6)^2

Formula: Communication Channels for group

n * (n-1)/2