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You are on page 1of 5

BCWP

BCWS

ACWP

Comm

Formula

channels

n(n -1) /2

PERT

(O + 4ML + P)/6

Standard

deviation

P-O/6

3 point

estimates

(O + ML + P) /3

Actual cost Earned value - cost variance

Schedule

variance

Cost

variance

SPI

CPI

CPI

TCPI

EV - PV

EV - AC

EV / PV

EV / AC

BAC / EAC

BAC - EV/BAC- AC

TCPI

VAC

ETC

BAC

EAC

BAC - EAC

EAC- AC

EAC*CPI

AC + ETC

AC+BAC-EV

AC + (BAC- EV/CPI) or

BAC/CPI

AC + (BAC- EV) / (CPI*SPI)

Percentage

Complete

Present

value of

money

EV/BAC x 100

FV/ (n + r/100)

Net present

value

PV income - PV costs

Benefit to

cost ratio

Benefit/cost

Opportunity

cost

Benefit to

cost ratio

Expected

monetary

value

Activity

duration

12/21/2015

Probability x impact

work quantity/prod rate

AXP Internal

Page 1 of 5

Cost performance baseline is also known as performance measurement baselin

Planned value is also referred to as performance measurement baseline

Total Planned value also known as BAC

cost investment

variance at equals

the endthe

of present

a projectvalue

can also

reflected

asatBAC

- AC

investment. Project AsTotal

original

of itsbecash

inflows

a discoun

percent. Therefore, Project A has the highest IRR and should be chosen above the other two

Sum of the years' digits is an accelerated depreciation method. Each year of the useful life of the a

sequential number; the numbers are summed and used as the denominator for a fraction of the as

be taken each year as depreciation. The numerator of the fraction for each year is the reverse of th

numbers.

1+2 + 3 + 4 + 5 + 6 + 7 + 8 + 9+10 = 55

First

useValue,

10/55;FV=

second

year useValue,

9/55, I=Interest(not

and so on.

PV= year

Present

Full/Original

in %), n = Number of years.. FORMULAE

NPV and IRR will generally bring you to the same accept/reject decision

Cost Budget = Cost Baseline + Management Reserve

project budget = mgmt reserve + Cost baseline = control accounts = work package estimate + co

activity cost estimate + activity contingency reserve

Formula

EAC = AC + BAC - EV

(cumulative CPI cumulative

SPI)]

12/21/2015

AXP Internal

Page 2 of 5

Description

Budgeted of cost of work performed = Earned value

Budgeted of cost of work scheduled = Planned value

Actual cost of work performed = Actual cost

n = number of stakeholders

ML - Most likely

Pessimistic - Optimistic

be greater than PV

Negative - Over / Positive - Under

< 1 = less work completed than planned, > 1 = more work comp.

< 1 = cost underrun, > 1 = cost overrun

Cost perf indx - in terms of BAC and EAC

To complete perf indx - in terms of BAC

To complete perf indx - in terms of EAC. Used when its obvious that BAC is

no longer viable.

variance at completion

estimate to complete

Budget at completion

Original estimating assumptions no longer valid

Current variances are atypical - similar wont occur in the future - you are

going to make it!

Estimates are typical of what has been seen and will continue.continue with

the same type of variance that youve experienced to date

EAC taking into account SPI and CPI

cost of passing up the next best option. Ignore sunk costs if using opp cost

as proj selection.

12/21/2015

AXP Internal

Page 3 of 5

Critical path is always the longest path: you cant have float on critical path.

ance baseline is also known as performance measurement baseline

value is also referred to as performance measurement baseline

Total Planned value also known as BAC

ariance at equals

the endthe

of present

a projectvalue

can also

reflected

asatBAC

- AC

nvestment

of itsbecash

inflows

a discount

rate of eight

the highest IRR and should be chosen above the other two

elerated depreciation method. Each year of the useful life of the asset is given a

are summed and used as the denominator for a fraction of the asset's book value to

on. The numerator of the fraction for each year is the reverse of the years' sequence

9+10 = 55

useValue,

9/55, I=Interest(not

and so on.

nal

in %), n = Number of years.. FORMULAE PV = FV / (1 + i) n

anagement Reserve

activity cost estimate + activity contingency reserve

Whenitisused

EAC

When you want to forecast EAC based on the project manager's bottom-up ETC.

When variances are not expected to occur for the remainder of the project, so the

costs of future work are estimated to be the same as the budgeted costs.

SPI

When you want to take the cost performance of a project into account and assume its

current cost performance level won't change for the remainder of the project.

When you want to take both the schedule and cost performance of the project into

account, and the project schedule is a factor likely to impact the ETC.

12/21/2015

AXP Internal

Page 4 of 5

current

project cost

benefits

$255,000

2,880,000

352,000

130,000

1,827,300

124,000

84,000

106,750

68,000

780,000

600,000

44,000

$1,249,000

5,414,050

2940000

400000

100000

200000

100000

300000

134400

1234400

12/21/2015

900000

400000

240000

800000

2460000

AXP Internal

Page 5 of 5

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