**Earned Value Analysis**

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

SV = EV – PV

CPI = EV / AC

SPI = EV / PV

ETC = BAC – EV [Future Variances are Atypical or Not Consistent or Di similar]

ETC = (BAC – EV) / CPI [Future Variances are Typical or Consistent or similar]

EAC = BAC / CPI [simplest formula: typical or no variances]

EAC = AC + ETC [Initial Estimates are flawed]

EAC = AC + BAC – EV [Future variances are Atypical or Not Consistent or Di similar]

EAC = AC + BAC – EV / CPI [Future Variances are Typical or Consistent or similar]

VAC = BAC – EAC

% COMPLETE = EV / BAC x 100

% SPENT = AC / BAC x 100

CV% = CV / EV x 100

SV% = SV / PV x 100

**Float or Slack**

LS - ES and LF – EF

MEAN -> Average

MODE -> The “most found” number

RANGE -> Largest - Smallest Measure

MEDIUM -> No in the middle or avg. of 2 middle Nos

PERT = O + 4ML + P / 6

STD. DEV. OF TASK = P – O / 6

TASK VAR. = [(P - O)/6 ] squared = Std. Dev ^ 2

CP STD. DEV. = √ σ² + σ² + σ²

SIGMA

1 = 68.26

2 = 95.46

3 = 99.73

6 = 99.99

Channels of Communication (N x (N – 1)) / 2

**Project Selection**

PV = F V / (1+r)ⁿ (or) FV = PV x (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 % [Bigger is better]

BCR = Benefits / Cost

**Benefit Cost Ratio (BCR)**

[Bigger is better ]

((BCR or Benefit / Cost)Revenue or Payback VS. cost) Or PV or Revenue / PV of Cost

**Net Present Value (NPV)**[Bigger is better]

**Internal Rate of Return (IRR)**[Bigger is better]

Payback Period Less is better - Net Investment / Avg. Annual cash flow

Exp. Value = Probability % x Consequence $

**Class of Estimates**

Definitive +5%

Capital Cost +10-15%

Appropriation +15-25%

Feasibility +25-35%

Order of Magnitude > +35% (-50 - 75%)

**Contract Incentives**

Savings = Target Cost – Actual Cost

Bonus = Savings x Percentage

Contract Cost = Bonus + Fees

Total Cost = Actual Cost + Contract Cost

Expected Monetary Value Probability * Impact

**Point of Total Assumption (PTA)**

((Ceiling Price - Target Price) / buyer's Share Ratio) + Target Cost

**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 )

**Cost of Quality (CoQ)**

(( Review Efforts + Test Efforts + Training Efforts + Rework Efforts + Efforts of Prevention) / Total efforts) x 100 %

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