PMP Formulae - Details

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(O + 4M + P)/6 O = Optimistic value P = Pessimistic value M = Most likely value

PERT ESTIMATE

Early start + duration

Early Finish in schedule management

Late Finish - duration

Late start in schedule management

Late start - Early start (OR) Late finish - Early finish

Float / slack in schedule management

A cost buffer kept aside for unknown risks Controlled by the project sponsor It is not part of BAC but part of Project budget

Management reserve

A cost buffer set aside for known risks Controlled by the project manager It is part of the BAC

Contingency reserve

BAC + management reserve

Project budget

Is the budget allocated by the sponsor Includes the contingency reserve Cost of resources + Contingency reserve

BAC ( Budget at completion)

Direct Indirect Fixed Variable

Type of costs

Amount of time an activity may be delayed without impacting the project duration

Float

Adding additional resources to reduce the duration of the activity

Crashing

Activities that are usually done in a sequence and done in parallel to reduce the duration of the activity

Fast tracking

Scope statement + WBS + WBS dictionary

Scope baseline

Earned value - Planned value EV - PV +ve value indicates project is ahead of schedule -ve value indicates project is behind schedule

Schedule variance(SV)

Earned value - Actual cost EV - AC +ve value indicates project is under budget -ve value indicates project is over budget

Cost variance(CV)

Earned value/Planned value EV/PV SPI > 1 indicates project is ahead of schedule SPI < 1 indicates project is behind schedule

Schedule performance index(SPI)

Dollar value of work completed

Earned value(EV)

Earned value/Actual cost EV/AC CPI > 1 indicates project is ahead of schedule CPI < 1 indicates project is behind schedule

Cost performance index(CPI)

Value of total work - Value of work completed BAC - EV

Value of work remaining

Money required to complete remaining work (BAC-EV)/CPI

Estimate to complete(ETC)

Total cost at completion BAC/CPI (OR) ETC + AC

Estimate at completion(EAC)

BAC - EAC

Variance at completion(VAC)

Dollar value of work remaining/Dollar value of funds remaining (BAC - EV)/(BAC - AC)

To complete performance index(TCPI)

Amount of risk an organization is willing to take to attain it's objective High-risk appetite (OR) Low-risk appetite Eg: I can take a HIGH RISK as I don't have obligations(more like a feeling)

Risk appetite

Measurable amount of acceptable risk Eg: We can take a risk of upto $100,000( I am not to take risk upto a certain amount)

Risk tolerance

Quantified limit beyond which the organization will not go Eg: We cannot take a risk of $200,000 with a 50% chance of occurring(More like a cut off) Along with amount, talks about probability as well

Risk threshold

Potential problem. May or may not happen Minimize threats and maximize opportunities

Risk

Current problem. Has already occurred Fix it with a workaround while the root cause and permanent fix is being identified

Issue

Subjective risk analysis Identifies impact as High, medium or low

Qualitative risk analysis

Objective risk analysis Uses numerical values to identify the impact

Quantitative risk analysis

Probability * Impact P*I

Expected monetary value(EMV)

TEAM A Transfer Escalate Avoid Mitigate Accept

Strategies for threats

EASEE Escalate Accept Share Exploit Enchance

Strategies for opportunities

A person/organization who sells/provides the products/services Eg: Organization A provides organization B with their employees to finish a project module. Organization A --> Seller

Seller

A person/organization who buys/uses the products/services Eg: Organization A provides organization B with their employees to finish a project module. Organization B --> Buyer

Buyer

CODE BP C = Project CHARTER O = Organizational process assets D = Project DOCUMENTS E = Enterprise environmental factors B = BUSINESS documents P = Project management PLAN

Plan procurement management inputs

Fixed price (lumpsum): Used when requirements are very clear to the buyer(Detailed SOW) Time and material contract(Unit price) : Used when requirements are partially clear (Partially detailed SOW) Cost-reimbursable contracts: Used when requirements are not known (Not a detailed SOW)

Contract types

Fixed Firm Price(FFP): As long as scope of work doesn't change the price of contact is fixed Fixed Price Incentive Fee(FPIF): If a performance objective benefits the buyer, the seller is given an incentive, like a bonus Eg: If the construction of a house is completed a month ahead of planned schedule, the contractor is given a bonus Fixed Price with Economic Price Adjustments(FPEPA):Fixed price contracts combined with a pay rate adjustment based on changes in economic conditions like cost of labor and material, fluctuation in currency rate conversion, inflation Eg: Airline ticket prices change as per the petroleum prices

Fixed price contract variants

Cost Plus Fixed Fee(CPFF): Buyer reimburses the seller for the seller’s allowable costs plus a fixed amount of profit (fee) Example: Total cost plus 25,000 USD as a fee Cost plus incentive fee (CPIF) :Buyer reimburses the seller for the seller’s allowable costs, and the seller earns its profit if it meets defined performance criteria. If the project is completed under budget, the seller will receive 25% of the savings Cost plus award fee (CPAF): Buyer reimburses the seller for the seller’s allowable costs , but the majority of the fee is earned based only on the satisfaction of certain broad subjective performance criteria defined and incorporated into the contract Eg: If the seller completes the task by meeting or exceeding quality standards based on their performance, the buyer may give an award up to 10,000 USD

Cost reimbursable contract variants

Seller is paid for all costs incurred plus a percentage of these costs. Buyers often do not prefer this type of contract because the seller might artificially increase the costs to earn a higher profit. Example: Total cost plus 15% of the cost as a fee to the contractor

Cost Plus Percentage of Cost (CPPC)

Gathering and organizing data of the product to analyse the alternatives to see if the product can be manufactured internally(Make) or has to be procured from an external sources(Buy) Can also include analysis to rent or lease

Make or Buy Analysis

Analysis done to select the seller(vendor). 6 ways . Least cost . Qualification only . Quality based/Highest technical proposal score . Quality and cost . Single source . Fixed price

Source selection analysis

Legal agreement created with an external entity

Contract

There is a procurement department and the procurement manager reports organizationally to the head of the procurement department not the project manager

Centralized contracting

No procurement manager. The project manager takes care of the procurement planning, conducting and controlling the procurement

Decentralized contracting

Request for information (RFI) Invitation for bid (IFB) Request for Quotation (RFQ) Request for proposal(RFP)

Types of Bid documents

Amount above which seller will bear all loss of cost over runs(Applicable only for Fixed price incentive fee contract) PTA = [(Ceiling price - Target price)/Buyer's share ratio]+Target cost

Point of Total Assumption(PTA)

Target cost + Target fee

Target price

Actual cost + Final fee

Final price

The buyer prepares estimates to use it as a benchmark against which the vendor provided bids are validated

Independent cost estimates

Most commonly used contract type

Fixed Firm Price

When buyer and seller cannot reach an agreement, claims are raised

Claims

A situation when a contractor performs work beyond the contract requirements, without a formal order under the changes clause, either due to an informal order from, or through the fault of, the buyer

Constructive change

1)ADR(Alternative dispute resolution) --> Settled outside court i) Negotiation ii) Arbitration(the 3rd party decides the outcome) iii) Mediation(the 3rd party assists with the resolution but cannot make the final decision of the outcome) 2)Litigation

Claim resolution methods

Review of the work performed

Inspection

Review of whether the policies and procedures were followed

Audit

Uncontrolled changes in the project scope, with no adjustments to time, cost and resources

Scope creep

6 Processes,3 process groups Plan scope management --> Planning Collect Requirements --> Planning Define scope --> Planning Create WBS --> Planning Validate scope --> Monitoring and control Control scope --> Monitoring and control

Processes in Scope management

COPE C = Project Charter O = Organizational process assets P = Project management plan E = Enterprise environmental factors

Inputs to Plan scope management

EDM E = Expert judgement D = Data analysis M = Meetings

Tools and techniques of Plan scope management

RS R = Requirements management plan S = Scope Management plan

Outputs of Plan scope management

ABCDE OP A = Agreements B = Business documents C = Project Charter D = Project documents(SLA --> Stakeholder register, Lessons learned register, Assumptions log) E = Enterprise environmental factors O = Organizational process assets P = Project management plan(RSS --> Requirements management plan, Scope management plan, Stakeholder management plan)

Inputs to Collect requirements process

PIECD Data(RAG) P = Prototypes I = Interpersonal and team skills E = Expert Judgement C = Context diagrams D = Decision analysis Data (RAG) = Data representation, Data analysis, Data gathering

Tools and techniques of Collect requirements process

Working model of the product, before actually building it. Helps obtain early feedback of the requirements

Prototype

Measurable Consistent Traceable Testable Unambiguous Acceptable Complete

Characteristics of a requirement

Hierarchical decomposition of the total scope of work to be carried out by the project team

Work Breakdown Structure(WBS)

Management control point where Scope, Schedule, actual cost and budget are integrated and compared to earned value for performance measurement

Control account

Lowest level of work breakdown structure

Work Package

Technique to determine the cause and degree of difference between the baseline and actual performance

Variance analysis

How much head start does a previous task have have before before the next task begins

Lead

How long is the next task delayed after the previous task is complete

Lag

The labor units required to complete a schedule activity. Often expressed in hours,days or weeks. Excludes any time not related to work

Effort

A method used to determine the minimum project duration and determine the amount of schedule flexibility on the logical network paths within a schedule model

Critical path method

Collection of information for describing and controlling the schedule

Schedule data

The series of phases that a project passes through from its start to its completion

Project Life cycle

A collection of logically related project activities that culminates in the completion of one or more deliverables

Project phase

A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a program or project

Phase gate

Supportive : Provide templates and other knowledge resources. Degree of control : Low Controlling : Supportive role and require compliance. Degree of control : Moderate Directive: The Project managers are assigned by and report to the PMO. Level of control : High

PMO types

All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework

Cost of quality (COQ)

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