Fórmulas: PMBOK - PMI

Cod. Nombre Descripción

EV Earned Value The estimated value of the work completed.
The completed portion of the originally estimated, total value.
PV Planned Value The value of the work planned to be be done by now
AC Actual Cost The current amount spent.
The total cost so far for the work completed.
BAC Budget At Completion The total project budget
How much did we originally expect the total project to cost?
BAC = PV of entire project
CV Cost Variance Value of work accomplished – cost incurred
EV – AC
SV Schedule Variance The value of work completed – The value of work planned to be completed.
EV – PV Work completed – Expected work completed
Negative is behind schedule. Positive is ahead of schedule.
CPI Cost Performance Index We are getting X value out of each $ spent.
EV / AC Also as: “Cumulative CPI” when figures used are costs to date.
SPI Schedule Performance Index We are progressing at X rate originally planned.
EV / PV We are getting X value per original planned value.

EAC Estimate At Completion What we currently expect the total cost to be. Current cost + Bottom up (redone) estimate of remaining
AC + Bottom-up ETC cost. Used when original estimate was flawed.
BAC / CPI Currently, the total cost estimate per (cumulative) performance.
AC + (BAC – EV) Used when there is no variance from BAC. Most common on exam.
AC+[ (BAC-EV)/( CPI*SPI)] Current cost + Remaining work TBD.

PMBOK 5ta Edición - Ernesto Calvo

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Fórmulas: PMBOK - PMI
Cod. Nombre Descripción
TCPI To Complete Performance The remaining work TBD per the remaining money.
Index In order to stay on budget, what remaining performance is needed?
(BAC – EV) / (BAC – AC)
ETC Estimate To Complete How much more will the project cost?
EAC – AC Updated total cost – current cost
Reestimate Reestimating the work from the bottom up.
VAC Variance At Completion How much over/under budget will we be?
BAC – EAC
EAD Expected Activity Duration The most likely estimated is weighed 4 times the pessimistic or optimistic.This and all formulas
( P + 4M + O ) / 6 below can be used for activity time and cost
AV Activity Variance A quantifiable deviation from an expected baseline or estimate. Also equal to standard
[ ( P - O ) / 6 ] ^2 deviation squared.
SD Standard Deviation The square root of the variance. Used to calculate the activity range. EAD +/- SD
(P–O)/6
Activity EAD +/- SD The estimated scope from EAD – Standard Deviation to EAD + Standard Deviation.
Range
Project EAD + EAD + EAD The sum of the EAD’s / PERT estimates
Expected
Duration
Project SD Standard deviation of the Each of the activity variances (AV) on the critical path are calculated individually. The square
projectsqrt root of their sum is the project standard deviation. It is used to calculate the project range.
[AV + AV + AV ...]
Project The project expected duration The sum of the project EADs +/- the project standard deviation.
Range +/- Project SD

PMBOK 5ta Edición - Ernesto Calvo

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Fórmulas: PMBOK - PMI
Cod. Nombre Descripción
EMV Expected Monetary Value EMV = Probability times Impact
EMV = P * I
Communicati [ n (n-1) ] / 2 The number of channels between people. n is the number of people
on Channels
PTA [(CP - TP) / BSR] + TC Point of total assumption.
The amount at which seller pays all additional costs. Used in FPIF contracts.
The margin between the maximum and target prices is divided by the buyer’s portion of the
sharing ratio and added to the target cost
Final Fee FF = (TC – AC) x SSR + Sellers fee/profit is adjusted for cost performance.
TF The target fee is adjusted by adding: target cost – actual cost times the sellers portion of the
sharing ratio
Final Price FP = AC + FF (or CP, Final price equals actual cost plus final fee (or ceiling price)
whichever is lower)
Buy or Lease Purchase Cost + Owning So if something costs $1,000 to buy and $10 / day to maintain but costs $50 / day to rent, how
Cost * Time = Leasing many days does it take to break even? 1,000 + 10 * t = 50 * t The break even point is 25 days.
Cost * Time
Float Float = LF – EF or Late Finish – Early Finish or Late Start – Early Start
LS – ES
Late Finish LS = (LF - Duration + 1)
Early Finish EF = (ES + Duration - 1)

PMBOK 5ta Edición - Ernesto Calvo

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Fórmulas: PMBOK - PMI
Nombre Valor
Order of Magnitude Estimate -25% - +75% (-50% to +100%)
Budget Estimate -10% - +25%
Definitive Estimate -5% - +10%
Present Value PV FV / (1 + r)^n
Net Present Value Bigger is better (NPV)
Internal Rate of Return Bigger is better (IRR)
Benefit Cost Ratio Bigger is better (Benefit / Cost)
Payback Period Less is better
Point of Total Assumption (PTA) ((Ceiling Price - Target Price)/buyer's Share Ratio) +
Target Cost
 1σ = 68.27%
 2σ = 95.45%
Sigma σ
 3σ = 99.73%
 6σ = 99.99985%

PMBOK 5ta Edición - Ernesto Calvo

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