Project Management Process Groups

Monitoring
Initiating Planning Executing Closing
& Controlling

Project 4.1 Develop Project 4.2 Develop Project 4.3 Direct and Manage 4.5 Monitor and 4.7 Close Project
Integration Charter Management Plan Project Work Control Project Work or Phase
Management 4.4 Manage Project 4.6 Perform Integrated
Knowledge Change Control

Project Scope 5.1 Plan Scope 5.5 Validate Scope

Management Management 5.6 Control Scope
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS

Project Schedule 6.1 Plan Schedule 6.6 Control Schedule

Management Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity
Durations
6.5 Develop Schedule

Project Cost 7.1 Plan Cost 7.4 Control Costs

Management Management
Knowledge Areas

7.2 Estimate Costs

7.3 Determine Budget

Project Quality 8.1 Plan Quality 8.2 Manage Quality 8.3 Control Quality
Management Management

Project Resource 9.1 Plan Resource 9.3 Acquire Resources 9.6 Control Resources
Management Management 9.4 Develop Team
9.2 Estimate Activity 9.5 Manage Team
Resources

Project 10.1 Plan 10.2 Manage 10.3 Monitor

Communications Communications Communications Communications
Management Management

Project Risk 11.1 Plan Risk 11.6 Implement Risk 11.7 Monitor Risks
Management Management Responses
11.2 Identify Risks
11.3 Perform Qualitative
Risk Analysis
11.4 Perform Quantitative
Risk Analysis
11.5 Plan Risk
Responses

Project
12.1 Plan Procurement 12.2 Conduct 12.3 Control
Procurement
Management Procurements Procurements
Management

Project 13.1 Identify 13.2 Plan Stakeholder 13.3 Manage 13.4 Monitor Stakeholder
Stakeholder Stakeholders Engagement Stakeholder Engagement
Management Engagement

Table 1-4 from page 25, Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK)® Guide, Sixth Edition, copyright 2017.
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Project Management Professional (PMP)®, Certified Associate in Project Management (CAPM)®, PMI Scheduling Professional (PMI-SP)®, PMI Risk Management Professional (PMI-RMP)®, and A Guide to the Project
Management Body of Knowledge (PMBOK)® Guide, Sixth Edition are registered trademarks of the Project Management Institute, Inc. Copyright and all rights reserved. Material from this publication has been
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 Earned Value Management Terms & Definitions
Abbr. Terminology Definition
PV Planned Value Budgeted value of work planned to be done at a given time
EV Earned Value Budgeted value of work completed at a given time
AC Actual Cost (total) Actual cost of work completed
BAC Budget at Completion The original cost baseline plus or minus all approved cost changes
EAC Estimate at Completion Expected total project cost (forecasted based on performance to date)
ETC Estimate to Completion Expected remaining cost (now until project completion)
VAC Variance at Completion Expected variance over/under budget

Earned Value Management Formulas & Meanings

Abbr. Terminology Formula Explanation

CV Cost Variance EV - AC Negative is bad, Positive is good, Zero is on budget

SV Schedule Variance EV - PV Negative is bad, Positive is good, Zero is on schedule

EV
CPI Cost Performance Index Under 1 is bad, Over 1 is good, Exactly 1 is on budget
AC
EV
SPI Schedule Performance Index Under 1 is bad, Over 1 is good, Exactly 1 is on schedule
PV
AC + (BAC-EV) AC plus work remaining, use budget rate (variances atypical)

EAC Estimate at Completion BAC / CPI Assumes same rate of spending will continue (variances typical)
(BAC-EV)
AC + Assumes current cost and schedule performance will continue
(CPI * SPI)
ETC Estimate to Completion EAC - AC Expected cost of work remaining

VAC Variance at Completion BAC - EAC Negative is bad, Positive is good, Zero is on budget
(BAC - EV)
CPI needed to complete project within budget
To Complete Performance (BAC - AC)
TCPI
Index (BAC - EV)
CPI needed to hit EAC - Assumes original budget unachievable
(EAC - AC)
ES 8 EF 12
Float = 5 Activity B ES 18 EF 32
Duration 5 Activity E Float = 0
LS 13 LF 17 Duration 15
Float = 0 LS 18 LF 32 Float = 0
ES 1 EF 7 ES 8 EF 17 ES 33 EF 40
Activity A Float = 0 Activity C Actiivty G
Duration 7 Duration 10 Duration 8
LS 1 LF 7 LS 8 LF 17 LS 33 LF 40
ES 20 EF 23
ES 8 EF 19 Activity F
Activity D Duration 4 Float = 9
Float = 9 Duration 12 LS 29 LF 32
LS 17 LF 28 Critical Path: A-C-E-G

Critical Path Method - Rules

Type Rule (Using the 1-day method)
EF is determined by adding the duration to the ES and subtracting 1
Forward Pass
ES of Successor tasks is equal to the latest EF of the Predecessor tasks plus 1
LS is determined by subtracting the duration from the LF and adding 1
Backward Pass
LF of Predecessor tasks is equal to the earliest LS of the Successor tasks minus 1
Float The float (aka slack) is determined by LF - EF
The critical path is the longest duration path through the network diagram. Any delays along the critical path
will delay the project.
Critical Path
The tasks that have float can be delayed by the amount of the float and not delay the project.

© Copyright 2018, Project Management Academy Inc, All rights reserved. Project Management Academy® and PMA® are registered trademarks of Educate 360, LLC. V6.1.0