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1. Earned Value Management (EVM)
Definitions and Concept
- EV = Earned Value Management
- SV = Schedule Variance
- PV = Planned Value
- AC= ” Actual Cost
- CPI = Cost Performance Index : Behind/Over Budget > 1 > Ahead/Under of Budget
- SPI = Schedule Performance Index : Behind Schedule > 1 > Ahead of Schedule
- ETC = Estimate to Complete
- EAC = Estimate at completion (Forecasted Value based on performance)
- VAC = Variance at Completion (forecasted)
Formulas
- SV = EV – PV
- CV = EV – AC
- SPI = EV / PV
- CPI = EV / AC
- ETC = (BAC – EV) / CPI
- EAC = AC + ETC
- EAC = AC + (BAC – EV) : If future work will be completed at the planned rate
- EAC = BAC / CPI : If the CPI is expected to be the same for the remainder of the project
- VAC = BAC – EAC
- TCPI = (BAC – EV) / (BAC – AC)
2. Network Diagrams
- Activity Duration = EF-ES +1
- Total Float (TF) = LS – ES
- TF = LF – EF
- Free Float (FF) = ES(Successor) – ES(Present) – Dur(Present)
3. Project Estimation
- E (PERT Analysis/BETA Distribution) = (O + P + 4*M) / 6
- PERT Standrd Diviation σ = (P – O) / 6
- E (3-Point Estimate) = (O + P + M) / 3
- Var = σ(2)
4. Project Selection Methods
- Present Value PV = FV / (1 + r)n
- Future Value FV = PV * (1+ r )n
- NPV = ∑PV (This is sum of all PV)
- ROI = Return / Investment
- BCR = Benefits / Costs
- Payback Period = Initial Investment / Periodic CashFlow
5. Expect Monetary Value (EMV)
- EMV(R) = P*I
- EMV(P) = ∑EMV(R)
- Net Benefit = EMV(P) – Cost
6. Communication Channels
- C = n*(n – 1)/2
7. Procurement Management (Point of Total Assumption)
- Pt. of Total Assumption (PTA) = CP-TP/Buyer’s Share Ratio + TC
8. Risk Probability
- Expected Monetary Value (EMV) = Probability * Impact : always <1
9. Values
1 Sigma = 68.26%
2 Sigme = 95.46%
3 Sigma = 99.73%
6 Sigma = 99.99% (3.4 defects in one million)
Control Limits = 3 Sigma from Mean
Rough Order of Magnitude (ROM) = -25% to +75%
Preliminary Estimate = -15% to 25%
Budget Estimate = -10% to +25%
Definitive Estimate = -5% to +10%
Preto Chart = 80/20
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