Project Integration Management PMP Sample Questions
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One Page Formula's for PMP Exam
From PMP Exam Resource, I have received the following email that I believe will be very valuable before taking PMP exam.:Q U A L I T Y

CoQ = ( ( Review Efforts + Test Efforts + Training Efforts + Rework Efforts + Efforts of Prevention) / Total Efforts) x 100 %
PERT = O + 4ML + P

6
MEAN > Average
MODE > The "most found" number
RANGE > Largest  Smallest Measure.
MEDIUM > No in the middle or avg. of 2 middle Nos
STD. DEV. OF TASK = P  O
____________
6
TASK VAR. = (P  O) 2 = Std. Dev ^ 2
____________
6
_____________
CP STD. DEV. = √ σ² + σ² + σ²
SIGMA 1 = 68.26
2 = 95.46
3 = 99.73
6 = 99.99
Channels of Communication

COMM = (N2  N) / 2 = (N x (N  1)) / 2
P R O J E C T S E L E C T I O N

PV = F V .

(1+r)ⁿ
FV = PV x (1+r)
NPV = S ( PV + PV + PV + PV )
   
(1+r)ⁿ (1+r)ⁿ (1+r)ⁿ (1+r)ⁿ
Cash Flow = Cash Inflow  Cash Outflow
Discounted Cash Flow = CF x Discount Factor
ARR = S Cash Flow / No. of Years
ROI = (ARR / Investment) * 100 %
BCR = Benefits / Cost
Exp. Value = Probability % x Consequence $
Class of Estimates

Definitive +5%
Capital Cost +1015%
Appropriation +1525%
Feasibility +2535%
Order of Magnitude > +35%
Contract Incentives

Savings = Target Cost  Actual Cost
Bonus = Savings x Percentage
Contract Cost = Bonus + Fees
Total Cost = Actual Cost + Contract Cost
E A R N E D V A L U E A N A L Y S I S

PV (Present Value) = BCWS (Budgeted Cost of Work Schedule)
EV (Earned Value) = BCWP (Budgeted Cost of Work Performed)
AC (Actual Cost) = ACWP (Actual Cost of Work Performed)
CV = EV  AC
CPI = EV / AC (efficiency)
SV = EV  PV
SPI = EV / PV
ETC = BAC  EV or (BAC  EV) / CPI
EAC = AC + ETC
EAC = BAC / CPI
VAC = BAC  EAC
% COMPLETE = EV / BAC x 100
% SPENT = AC / BAC x 100
CV% = CV / EV x 100
SV% = SV / PV x 100
The following are extracted from "PMP Resources":
The PMP exam is big on terminology. These are the basic Earned Value Terms you need to know. If you are studying to pass the PMP exam you should know these by heart and be able to derive them in case you are heartbroken. They really are fairly simple. In order from first to last:
BAC = Budget at Completion (Project budget)
AC = Actual Cost of the Work Performed
EV = Earned Value
EV = Budgeted Cost of the Work Performed
EV = % complete times BAC
PV = Planned Value
PV = Budgeted Cost of the Work Scheduled
CV = Cost Variance
CV = EV  AC
CPI = Cost Performance Index
CPI = EV/AC
SV = Schedule Variance
SV = EV  PV
SPI = Schedule Performance Index
SPI = EV/PV
EAC = Estimate at Completion
EAC = BAC/CPI
ETC = Estimate to Complete
ETC = EAC  AC
VAC = Variance at Completion
VAC = BAC  EAC
1. PERT 
(P + 4M + O )/ 6 Pessimistic, Most Likely, Optimistic 
2. Standard Deviation 
(P  O) / 6 
3. Variance 
[(P  O)/6 ]squared 
4. Float or Slack 
LSES and LFEF 
5. Cost Variance 
EV  AC 
6. Schedule Variance 
EV  PV 
7. Cost Perf. Index 
EV / AC 
8. Sched. Perf. Index 
EV / PV 
9. Est. At Completion (EAC) 
BAC / CPI, AC + ETC  Initial Estimates are flawed AC + BAC  EV  Future variance are Atypical AC + (BAC  EV) / CPI  Future Variance would be typical 
10. Est. To Complete Percentage complete 
EAC  AC EV/ BAC 
11. Var. At Completion 
BAC  EAC 
12. To Complete Performance Index TCPI 
Values for the TCPI index of less then 1.0 is good because it indicates the efficiency to complete is less than planned. How efficient must the project team be to complete the remaining work with the remaining money? ( BAC  EV ) / ( BAC  AC ) 
13. Net Present Value 
Bigger is better (NPV) 
14. Present Value PV 
FV / (1 + r)^n 
15. Internal Rate of Return 
Bigger is better (IRR) 
16. Benefit Cost Ratio 
Bigger is better ((BCR or Benefit / Cost) revenue or payback VS. cost) Or PV or Revenue / PV of Cost 
17. Payback Period 
Less is better Net Investment / Avg. Annual cash flow. 
18. BCWS 
PV 
19. BCWP 
EV 
20. ACWP 
AC 
21. Order of Magnitude Estimate 
25%  +75% (50 to +100% PMBOK) 
22. Budget Estimate 
10%  +25% 
23. Definitive Estimate 
5%  +10% 
24. Comm. Channels 
N(N 1)/2 
25. Expected Monetary Value 
Probability * Impact 
26. Point of Total Assumption (PTA) 
((Ceiling Price  Target Price)/buyer's Share Ratio) + Target Cost 
Sigma 

Return on Sales ( ROS ) 
Net Income Before Taxes (NEBT) / Total Sales OR Net Income After Taxes ( NEAT ) / Total Sales 
Return on Assets( ROA ) 
NEBT / Total Assets OR NEAT / Total Assets 
Return on Investment ( ROI ) 
NEBT / Total Investment OR NEAT / Total Investment 
Working Capital 
Current Assets  Current Liabilities 
Discounted Cash Flow 
Cash Flow X Discount Factor 