This document provides a table summarizing key earned value management (EVM) formulas needed for an exam, including formulas for planned value, earned value, actual cost, cost variance, cost performance index, schedule variance, schedule performance index, estimate at completion, estimate to complete, variance at completion, and to-complete performance index.
This document provides a table summarizing key earned value management (EVM) formulas needed for an exam, including formulas for planned value, earned value, actual cost, cost variance, cost performance index, schedule variance, schedule performance index, estimate at completion, estimate to complete, variance at completion, and to-complete performance index.
This document provides a table summarizing key earned value management (EVM) formulas needed for an exam, including formulas for planned value, earned value, actual cost, cost variance, cost performance index, schedule variance, schedule performance index, estimate at completion, estimate to complete, variance at completion, and to-complete performance index.
This document provides a table summarizing key earned value management (EVM) formulas needed for an exam, including formulas for planned value, earned value, actual cost, cost variance, cost performance index, schedule variance, schedule performance index, estimate at completion, estimate to complete, variance at completion, and to-complete performance index.
Here is a table with just the formulas you will need to know for the exam:
Term Description Formula
Budget at Completion None, just the original Original budget of the project. (BAC) budget. Amount of money worth of work we that should PV= Planned % Planned Value (PV) have been done on the project. Complete x BAC
Amount of money worth of work you actually did on EV= Actual %
Earned Value (EV) the project. Complete x BAC None, just the amount Actual Cost (AC) Amount of money you already spent on the project already spent on the project. The difference between the work done and money Cost Variance (CV) spent. This value should be positive for under CV = EV - AC budget. Negative values indicate over budget
The rate of how we are spending to actually earning
Cost Performance on the project. This value should be 1 and over CPI = EV / AC Index (CPI) for projects under budget. The difference between the amount of work we should have done vs. the amount actually done. Schedule Variance This value should be positive for ahead of SV = EV - PV (SV) schedule. Negative values indicate behind schedule The rate of how we are meeting the project Schedule Performance schedule. This value should be 1 and over for a SPI = EV / PV Index (SPI) project to be ahead of the schedule.
Estimate at Forecasting the total cost of the project at the end
EAC = BAC / CPI Completion (EAC) based on the current spending rate of the project.
Forecasting the amount that will be needed to
Estimate to complete the current project based on the current ETC = EAC - AC Completion (ETC) performance. The difference between the original budget and Variance at new forecasted budget. This value should be VAC = BAC - EAC Completion (VAC) positive for projects that may end at or under budget To-Complete The performance that needs to be met to finish the TCPI = (BAC – EV) / Performance Index project within the budget. (BAC – AC) (TCPI)
Earned Valued Memorization Chart
Andrew Ramdayal – PMP Certification Exam Prep Course
The Complete Project Management Exam Checklist: 500 Practical Questions & Answers for Exam Preparation and Professional Certification: 500 Practical Questions & Answers for Exam Preparation and Professional Certification