Scribd
Upload
84 views

Formulas - Math For PMP

The document lists various formulas and calculations used in project management. It includes formulas for PERT, variance, float, cost and schedule variance, EAC, ETC, performance indices, NPV, IRR, BCR, payback period, budget estimates, expected monetary value, critical path, and more. Project managers use these formulas to estimate costs, schedules, variances, and evaluate project performance.

Uploaded by

abhi10aug
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
84 views

Formulas - Math For PMP

The document lists various formulas and calculations used in project management. It includes formulas for PERT, variance, float, cost and schedule variance, EAC, ETC, performance indices, NPV, IRR, BCR, payback period, budget estimates, expected monetary value, critical path, and more. Project managers use these formulas to estimate costs, schedules, variances, and evaluate project performance.

Uploaded by

abhi10aug
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 2

Formulas / Math for PMP

If you think a formula is missing here but required in PMP exam. Post a comment and we will add to this table.
1. PERT
2. Standard Deviation
3. Variance
4. Float or Slack
5. Cost Variance
6. Schedule Variance
7. Cost Perf. Index
8. Sched. Perf. Index
9. Est. At Completion (EAC)

(P + 4M + O )/ 6 Pessimistic, Most Likely,


Optimistic
(P - O) / 6
[(P - O)/6 ]squared
LS-ES and LF-EF
EV - AC
EV - PV
EV / AC
EV / PV
BAC / CPI,
AC + ETC -- Initial Estimates are flawed
AC + BAC - EV -- Future variance are Atypical

10. Est. To Complete

AC + (BAC - EV) / CPI -- Future Variance would


be typical
EAC - AC

Percentage complete
EV/ 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?

13. Net Present Value


14. Present Value PV
15. Internal Rate of Return
16. Benefit Cost Ratio

( BAC - EV ) / ( BAC - AC )
Bigger is better (NPV)
FV / (1 + r)^n
Bigger is better (IRR)
Bigger is better ((BCR or Benefit / Cost) revenue
or payback VS. cost)

17. Payback Period

Or PV or Revenue / PV of Cost
Less is better

18. BCWS
19. BCWP
20. ACWP
21. Order of Magnitude Estimate
22. Budget Estimate

Net Investment / Avg. Annual cash flow.


PV
EV
AC
-25% - +75% (-50 to +100% PMBOK)
-10% - +25%

23. Definitive Estimate


24. Comm. Channels
25. Expected Monetary Value
26. Point of Total Assumption (PTA)

Sigma

Return on Sales ( ROS )

Return on Assets( ROA )

-5% - +10%
N(N -1)/2
Probability * Impact
((Ceiling Price - Target Price)/buyer's Share
Ratio) + Target Cost
1 = 68.27%
2 = 95.45%
3 = 99.73%
6 = 99.99985%
Net Income Before Taxes (NEBT) / Total Sales OR
Net Income After Taxes ( NEAT ) / Total Sales
NEBT / Total Assets OR
NEAT / Total Assets
NEBT / Total Investment OR

Return on Investment ( ROI )


Working Capital
Discounted Cash Flow

NEAT / Total Investment


Current Assets - Current Liabilities
Cash Flow X Discount Factor
Savings = Target Cost Actual Cost
Bonus = Savings x Percentage

Contract related formulas


Contract Cost = Bonus + Fees
Total Cost = Actual Cost + Contract Cost
Critical Path formulas
Forward Pass: (Add 1 day to Early Start)
Backward Pass: (Minus 1 day to Late Finish)
LS = (LF - Duration + 1)
ES = Early Start; EF = Early Finish;
LS = Late Start; LF = Late Finish

EF = (ES + Duration - 1)

EVA = Net Operating Profit After Tax - Cost of Capital (Revenue - Op. Exp - Taxes) - (Investment Capital X % Cost of
Capital) EVA - Economic Value Add Benefit Measurement - Bigger is better

Source Selection = (Weightage X Price) + (Weightage X Quality)

You might also like