PMBOK® 8th Edition Master Cheat Sheet
Quick-access formula cheat sheet for risk frameworks (PESTLE, TECOP, VUCA), budget reserve equations, and resource optimization rules.
PESTLE Framework
Macro-environmental categories used during risk identification workshops to identify external risk sources.
Frequently tested for global, cross-border, or highly regulated projects.
TECOP Framework
Project execution and commercial risk taxonomy framework.
Focuses on technical feasibility and commercial viability risks.
VUCA Framework
Framework for evaluating high-turbulence, rapidly changing project environments.
Essential for agile and hybrid project risk discussions.
Contingency Reserve (Known-Unknowns)
Sum of Expected Monetary Values (EMV) for identified residual risks.
Included inside the Cost Baseline; managed directly by the Project Manager.
Management Reserve (Unknown-Unknowns)
Withheld for unforeseen work within project scope.
NOT in Cost Baseline; requires formal Change Request approval before drawing.
Cost Baseline Equation
The approved time-phased budget used to measure, monitor, and control overall cost performance.
Earned Value metrics (EV, PV, AC) are calculated against Cost Baseline, NOT Total Budget.
Total Project Budget Equation
The total funds allocated to the project by the organization.
Total funding requirement including executive reserves.
Schedule Performance Index (SPI)
Measures schedule efficiency. SPI > 1.0 means ahead of schedule; SPI < 1.0 means behind schedule.
Found on PMIS progress dashboards (Figure 5-17 on Page 191).
Cost Performance Index (CPI)
Measures cost efficiency. CPI > 1.0 means under budget; CPI < 1.0 means over budget.
Most critical EVM metric for predicting final project completion cost.
Resource Leveling Rule
Adjusts start/finish activity dates to balance resource over-allocation.
Can increase project completion duration.
Resource Smoothing Rule
Adjusts activities strictly within free/total float limits.
Does NOT extend the project completion date.
Earned Value (EV)
The value of work performed expressed in terms of the approved budget for that work.
Core EVM metric. Measured against the Cost Baseline, not total budget.
Schedule Variance (SV)
Difference between earned value and planned value. SV > 0 = ahead of schedule.
Negative SV means behind schedule. Zero SV = on schedule.
Cost Variance (CV)
Difference between earned value and actual cost. CV > 0 = under budget.
Negative CV means over budget. Most direct cost-performance indicator.
Estimate at Completion (EAC)
Forecasted total project cost at completion assuming current cost efficiency continues.
Multiple EAC formulas exist; BAC/CPI assumes current CPI persists to completion.
To-Complete Performance Index (TCPI)
The cost performance that must be achieved on remaining work to meet the BAC.
TCPI > 1 means harder work ahead. Compares remaining work to remaining funds.
Expected Monetary Value (EMV)
Used in decision tree analysis and contingency reserve calculation.
Sum of all risk EMVs = Contingency Reserve. Used for known-unknowns.
Fast Tracking
Compresses schedule by overlapping phases/activities originally planned in sequence.
No added cost but increases risk of rework. Requires discretionary dependencies.
Crashing
Compresses schedule by adding resources to critical path activities.
Choose activities with the least cost per unit of time gained.
Total Float
The amount of time an activity can be delayed without delaying the project end date.
Critical path activities have zero total float. Free float ≤ total float.
Tuckman Ladder Stages
Five stages of team development describing how teams mature and evolve.
Storming = conflict. PM uses directive style early, facilitative later.
Salience Model Attributes
Classifies stakeholders based on three attributes to prioritize engagement.
Definitive stakeholders = high on all three. Require most attention.
Scope Creep (%)
Measures the percentage of deliverables not part of the original plan. Corrected in the Second Printing errata (Table 2-6) — variables were inverted in the first printing.
Higher % = more scope creep. Pair with Requirements Stability for scope health.
Requirements Stability (%)
Measures how stable requirements have remained. Corrected in the Second Printing errata (Table 2-6) — variables were inverted in the first printing.
Higher % = more stable requirements. Low stability signals an evolving, adaptive scope.
Scope Definition accuracy (%)
Measures the share of planned scope items correctly delivered. From Table 2-6 of the Scope Performance Domain.
High accuracy = scope was well-defined and correctly executed.