Investment Decision Calculator

Evaluate an investment using NPV, IRR, discounted payback, and profitability index from simple cash flow assumptions.

NPV, IRR, and payback answer different decision questions. A small dashboard view helps you avoid relying on a single metric.

This calculator uses a simple constant annual cash flow stream and computes NPV, IRR (if it exists), discounted payback, and profitability index.

Prefer an explanation- Read the guide.
 
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Tip: you can type commas (e.g., 10,000).

Example

Using the default inputs, the result is:
$69,506.69
Initial investment (upfront)
$100,000
Annual cash flow
$30,000
Years
10
Discount rate (MARR)
12%

How to calculate

  1. Enter the initial investment (upfront cash outflow).
  2. Enter annual cash flow and number of years to evaluate.
  3. Enter discount rate (MARR / required return).
  4. Review NPV, IRR, payback, and PI together to make a balanced decision.

Formula

NPV = -I + sum(CF_t/(1+r)^t); IRR solves NPV(r)=0; PI = PV(inflows)/I; Discounted payback is when cumulative PV >= I
  • Cash flows are annual and occur at the end of each year (except the upfront investment at t=0).
  • Uses a constant annual cash flow for simplicity.
  • IRR is approximated via bisection and may be undefined for some patterns.

FAQ

Which metric should I trust most-
NPV is usually the best decision metric at a chosen required return because it measures value created in dollars. Use IRR for intuition and comparison, and use payback/PI as constraints or secondary lenses.
What does profitability index mean-
PI normalizes value by investment: PI > 1 means positive NPV. It's useful when capital is constrained and you want value per dollar invested.

Common mistakes

  • Using IRR alone (can mislead with non-standard cash flows).
  • Using simple payback without discounting (ignores time value).
  • Comparing projects of different scale without normalizing (use PI and NPV).

Quick checks

  • Use consistent time units (monthly vs annual) when entering rates and cash flows.
  • Run a sensitivity check on the input that drives the result most (often discount rate or growth).
  • Treat the output as a decision aid, not a prediction; validate assumptions with reality.