Mudassir Iqbal

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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