- Acronyms
- PVPresent value
- FVFuture Value
- NPVNet Present Value
- ROIRate of Interest
- IRRInternal Rate of Return
- BCRBenefit Cost Ratio
- CBRCost Benefit Ratio
- PTAPoint of Total Assumption
- CVCost Variance
- SVSchedule Variance
- ACActual Cost
- PVPresent Value
- CPICost Performance Index
- SPISchedule Performance Index
- EACEstimate at Complete
- BACBudget at Complete
- TCPITo Complete Performance Index
- ETCEstimate To Complete
- EVEarned Value
- VACVariance at Completion
- EMVExpected Monetary Value
- EVMEarned Value Management
- Project Selection
- $PV = {FV \over (1+r)^n}$
- $FV = {PV * (1+r)^n}$
- NPV = Pick the biggest number
- ROI = Pick the biggest number
- IRR = Pick the biggest number
- $Payback\ Period = {Initial\ Investment \over Cash\ Inflow\ per\ Period}$
- $BCR = {Benefit \over Cost}$Bigger the better
- $CBR = {Cost \over Benefit}$
- Opportunity Cost = Value of project not being chosen
-
r Interest rate n Period of time
- Risk
- $$EMV = P * I$$
-
P Probability I Impact
- Earned Value Management (EVM)
- $EV = {PV \over AC}$
- $CV = EV - AC$>=0 Under budget (good)
- $SV = EV - PV$>= 0 Ahead schedule (good)
- $CPI = {EV \over AC}$>= 1 Under budget (good)
- $SPI = {EV \over PV}$ >= 1 Ahead of schedule (good)
- $TCPI = { BAC - EV \over BAC - AC}$<= 1 is good
- $EAC = {BAC \over CPI}$ no variances
- $EAC = AC + ETC$ with variances
- $EAC = AC + (BAC - EV)$ typical
- $EAC = AC + {BAC - EV \over CPI}$ atypical
- $ETC = EAC - AC$
- $VAC = BAC - EAC$
- $CPI^C = {EV^C \over AC^C}$
- $PV = {FV \over (1+r)^n}$
- $Percent\ complete = { EV \over BAC } * 100$
-
C Cumulative
- Hard Values
- 1 sigma = 68.26%
- 2 sigma = 95.46%
- 3 sigma = 99.73%
- 6 sigma = 99.99%
- Control Limits = 3 sigma from mean
- Control Specification = Defined by customer
- Rought Order of Magnitude (ROM) = -25% to + 75%
- Preliminary (Budget) estimate = -15% to + 50%
- Definitive estimate = -5% to + 10%
- Final estimate = 0%
- Float on the critical path = 0 days
- Pareto Diagram = 80/20
- Crashing a project = Crash least expensive tasks on critical path
- Time a Project Manager spends communication = 90%
- Communications
- $$Communication\ Channels = n * {n - 1 \over 2}$$
-
n number members in the team (include project manager)
- Network Diagram
- Active Duration = EF - ES + 1
- Active Duration = LF - LS + 1
- Total Float = LS - ES 0 for Critical Path
- Total Float = LF - EF0 for Critical Path
- Free Float (FF) = ES of following - ES of present - DUR of Present
- EF = ES + Duration - 1
- LF = LS + Duration - 1
- ES = EF of Predecessor + 1
- LS = LF - Duration + 1
-
EF Early Finish ES Early Start LF Late Finish LS Late Start
- Point of Total Assumption (PTA)
- $$PTA = {CP - TP \over BSR} + TC$$ Only applies to Fixed Price incentive fee contracts
-
CP Ceiling Price TP Target Price BSR Buyers Share Ratio TC Target Cost
- Probability distribution
- $$Normal\ (PERT\ /\ EAD) ={P + 4M + O \over 6}$$
- $$Triangular\ Deviation = {P + M + O \over 3}$$
- $$Standart\ Deviation = {P + O \over 6}$$
- $$Variance\ of\ activity = ({P - O \over 6})^2$$
-
EAD Expected Activity Duration PERT Program Evaluation and Review Technique P Pessimistic Value M Most Probable value O Optimistic Value
- Motivational theories
- Maslow’s hierarchy of needs
Self-actualization: morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts
Esteem:self-esteem, confidence, achievement, respect of others, respect by others.
Love & Belonging: friendship, family, sexual intimacy
SAFETY: body, employment, resources, morality, the family, health, property
Physiological Needs:breathing, food, water, sex, sleep, homeostasis, excretion - McGregor Theory X, Y; Z (assurance of permanent job position)
- McClelland’s Need Theory
- Victor Vroom Expectancy theory
- 7 reasons of conflicts on projects
- Schedule
- Project priorities
- Human resources
- Technical opinions and performance trade-offs
- Administrative procedures
- Personality conflict
- Cost and budget
- Conflict management style
- Confronting / Problem-solving
- Collaboratingwin-win
- Compromisinglose-lose
- Smoothing / Accommodatinglose/win
- Forcingwin-lose
- Withdrawal / Avoidingno winners/no losers
- Quality Mgmt and Control tools
- Network diagram
- PDPC
- Matrix diagram
- Affinity diagram
- Prioritization Metrics
- Interrelationship digraphs
- Tree diagram
- Common Quality Tools
- Check sheet
- Control chart
- Cause-and-effect diagram
- Histogram
- Flow chart
- Pareto chart
- Tree diagram
- Common Inputs
- Enterprise Environment Factors
- Organizations Process Assets
- Project Documents
- Project Management Plan
- Project Charter
- Common Outputs
- Work Perfomance Data
- Work Performance Information
- Work Perfomance Report
- Change Request
- Updates
- Deliverable
- Issue Log
- Common Tools & Techniques
- Expert Judgement
- Meetings
- PM Info System (PMIS)
- Analytical Techniques
- Facilitation Techniques
- Group Decision-Macking Techniques