formulas
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| SPI | EV/PV - <1=behind schedule, >1=ahead of schedule
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| CPI | EV/AC - <1=over budget, >1=under budget
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| SV | EV-PV
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| CV | EV-AC
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| Communications Channels | N(N-1)/2 where N= the number of team members/stakeholders on a project
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| SV>0?SV<0? | -ahead of schedule- behind schedule (negative bad!!!!)
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| CV>0CV<0 | - under budget- over budget (negative bad!!!!)
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| Remaining Budget | BAC-EV
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| BAC | Planned amount for entire project
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| VAC | BAC-EAC (<0-over budget, >0-under budget)
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| ETC | EAC-AC
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| EAC | BAC/CPI
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| EAC - Typical | AC+(BAC-EV)/CPI
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| EAC - Atypical | AC+(BAC-EV)
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| EAC - Snafu | AC+ETC
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| TCPI | (BAC-EV)/(BAC-AC) ---- <1 GOOD, >1 BAD
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| Standard Deviation of an activity | (P-O)/6
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| 1 sigma | 68.26%
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| 2 sigma | 95.46%
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| 3 sigma | 99.73%
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| 6 sigma | 99.99%
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| Class of Estimate: Definitive | +/- 5%
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| Class of Estimate: Order of Magnitude | >+ or -35%
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| PERT: Expected Activity Duration | (P+4M+O)/6
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| Risk Theory | Multiply each probability by impact, then add them all
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| Project Integration Management | Develop Charter - Develop Project Management Plan - Direct/Manage Execution - Monitor & Control Project Work - Integrated Change Control - Close Project/Phase
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| Project Scope Management | Collect Requirements - Define Scope - Create WBS - Verify Scope - Control Scope
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| Project Time Management | Define Activities - Sequence Activities - Estimate Activity Resources - Estimate Activity Durations - Develop Schedule - Control Schedule
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| Project Cost Management | Estimate Cost - Determine Budget - Contol Costs
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| Project Quality Management | Plan Quality - Perform Quality Assurance - Perform Quality Control
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| Project Human Resources Management | Develop HR Plan - Acquire Project Team - Develop Project Team - Manage Project Team
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| Project Communications Management | Identify Stakeholders - Plan Communications - Distribute Information - Manage Stakeholder Expectations - Report Performance
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| Project Risk Management | Plan Risk Management - Identify Risks - Perform Qualitative Risk Analysis - Perform Quantitative Risk Analysis - Plan Risk Response - Monitor & Control Risks
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| Project Procurement Management | Plan Procurements - Conduct Procurements - Administer Procurements - Close Procurements
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| DMAIC | Define, Measure,Analyze, Improve and Control
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| Taguchi - Design of Experiments | Technique that uses experimentation to statistically determine what variables will improve quality
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| RACI | Ressponsible, Accountable, Consult, Inform
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| Deming | 14 Points - (Plan - Do - Check - Act)
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| Ishakawa Diagrams | Fishbone - Cause and Effect
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| Pareto Chart | Type of histogram - 80% of problems caused by 20% of root causes
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| Monte Carlo Simulation | Method of determining project outcome - uses optimistic, pessimistic and most likely
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| Delphi Technique | request for info sent to experts who participate anonymously; responses compiled; results sent for further review until consensus is reached
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| variance - index - cost - schedule | EV minus something - EV divided by something - use AC - use PV
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| Macgregor's Theory of X and Y | X - no trust, Y - managers trust their employees
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| Herzberg | Theory of employee satisfaction
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| Juran | 80/20 principle, quality defined as "fitness for use"
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| Critical Chain Method | takes both cost and resource dependencies into consideration
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| Critical Path method | Looks at the longest duration path thru a network diagram and determines the shortest time to complete the project
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| Total Float (slack) | amt. of time an activity can be delayed w/o delaying the project end date
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| Free Float (slack) | amt. of time an activity can be delayed w/o delaying the early start date of its successor(s)
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| Project Float (slack) | amt. of time an project can be delayed w/o delaying the externally imposed project completion date required by customer or management, or previously committed to by the pm
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| To calculate 'float' | Late Start - Early Start OR Late Finish - Early Finish
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| Forward Pass | Uses Early Start and Early Finish
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| Backward Pass | Begins at project end and uses Late Finish and Late Start
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| Crash | shorten durations on critical path
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| Fast Track | activities done in parallel
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| Activity Standard Deviation | (P-O)/6
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| Activity Variance | [(P-O)/6] to the 2nd power
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| Heuristics | "rule of thumb"
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| Three Point Estimates | used in PERT - Pessimistic, Optimistic, Most Likely
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| Management Reserve | Difference between 'cost baseline' and 'cost budget'
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| ISO 9000 | ISO created quality standards to ensure orgs have quality procedures in place and follow them - does not define quality
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| Cost of quality looks at... | cost of conformance and cost of non-conformance
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| Present Value | the value today of future cash flows - PV=FV/(1+r) to the power of n
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| Net Present Value | the present value of the total benefits (income or revenue) minus the costs over many time periods. NPV lets you compare projects - a +NPV indicates a good investment choice. The project w/the highest NPV is selected.
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| Benefit Measurement Methods | Comparative approach, e.g. "murder" board, peer review, scoring models
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| Constrained Optimization Methods | Mathmatical approach, e.g. liner programming, integer programming
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