Mnemonics are your friend: Is Tom's CQ Helping CRaP - Project Integration, Scope, Time, Cost, Quality, Human Resources,

Communication, Risk, Procurement IP E=MC2 Initiating, Planning, Execution, Monitor and Controlling, Closing I stooped to catch a quick hare a a cat rapidly pursued. Techniques for Estimating Duration Purpose: Use this job aid to review tools for estimating activity duration. Three-point estimating You use three-point estimating to get a duration estimate that reflects the risks and opportunities that may affect the completion of the work activity. To calculate the three-point estimate, you add the weights assigned to each estimate. Typically the total is 6, since the most likely estimate gets a weight of 4 plus a weight of 1 for the optimistic and for the pessimistic estimates. add each weighted duration for the total and divide the total weighted duration by the total weight. Three-point estimating formula Parametic estimating Parametric estimating requires that you use this equation to calculate duration estimates for activities: Quantity of work Productivity rate If more than one resource is used, you first divide the productivity rate by the number of resources and then multiply the result by the quantity of work. Critical Path Calculations Purpose: Use this job aid as a reference to the calculations used in the critical path method. One-to-one dependency between tasks One-to-one dependency between tasks Forward pass Early start date + Duration - 1 = Early finish date The early start date of an activity should fall on the next working day after the early finish date of the previous activity. Backward pass Late finish date - Duration + 1 = Late start date

The late finish date of an activity should fall on the working day before the late start date of the following activity. One-to-many dependency between tasks One-to-many dependency between tasks Forward pass Early start date + Duration - 1 = Early finish date The early start date of the dependent activities should fall on the next working day after the early finish date of the previous activity. Backward pass Late finish date - Duration + 1 = Late start date The late finish date of the previous activity should fall on the working day before the smaller late start date of the succeeding activity that is, the working day before the late start date of the critical path activity. Many-to-one dependency between tasks Many-to-one dependency between tasks Forward pass Early start date + Duration - 1 = Early finish date The early start date of the dependent activity will be the working day after the larger early finish date of the previous activities. Backward pass Late finish date - Duration + 1 = Late start date The late finish date of the preceding activities will be the working day before the late start date of the dependent activity. Calculating Schedule Variance and SPI Purpose: Use this job aid to help you calculate schedule variance and the schedule performance index (SPI). When calculating schedule performance data, you need to first calculate the planned and the earned value for the work on a specified date. To calculate planned value, you

multiply each activity's approved cost estimate by the percentage of work planned to be completed on that activity by the measurement date sum the planned values of each activity to get the total planned value For example, if the first two activities are meant to be 100% completed and the third activity is meant to be 40% complete at the day of the calculation, you add 100% of the cost estimates for the first two activities and 40% of the cost estimate for the third activity to calculate the planned value. To calculate earned value, you multiple each activity's approved cost estimate by the percentage of work actually completed on the activity up to the given date sum the earned values of each activity to get the total earned value For example, if the first activity is 100% complete, the second activity is 90% complete, and the third activity is 25% complete, you add the full cost estimate for the first activity, 90% of the cost estimate for the second activity, and 25% of the cost estimate for the third activity to calculate the earned value. To calculate schedule variance, you subtract the planned value from the earned value. So the formula for this is SV = EV - PV. To calculate SPI, you divide the earned value by the planned value. The formula for this is SPI = EV/PV.