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
