Here are 27 PMP formulas that are required for the PMP Examination.
There are 13 Earned Value Analysis formulas, 7 financial measures formulas and 7 additional formulas.
There are 13 Earned Value Analysis formulas, 7 financial measures formulas and 7 additional formulas.
Earned Value Analysis (PMBOK 6th edition, 7.4, p. 267)  
Abbreviation  Name  Lexicon Definition  How Used  Equation  Interpretation of Result 
PV  Planned Value  The authorized budget assigned to scheduled work.  The value of the work planned to be completed to a point in time, usually the data date, or project completion  
EV  Earned value  The measure of work performed expressed in terms of the budget authorized for that work.  The planned value of all the work completed (earned) to a point in time, usually the data date, without reference to actual costs.  EV = sum of the planned value of completed work  
AC  Actual Cost  The realized cost incurred for the work performed on an activity during a specific time period.  The actual cost of all the work completed to a point in time, usually the data date.  
BAC  Budget At Completion  The sum of all budgets established for the work to be performed.  The value of total planned work, the project cost baseline.  
CV  Cost Variance  The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost.  The difference between the work completed to a point in time, usually the data date, and the work planned to be completed to the same point in time.  CV = EV – AC  Positive – Under planned cost Neutral – On planned cost Negative – Over planned cost 
SV  Schedule Variance  The amount by which the project is ahead or behind the planned delivery date, at a given point in time, expressed as the difference between the earned value and the planned value.  The difference between the work completed to a point in time, usually the data date, and the work planned to be completed to the same point in time.  SV = EV – PV  Positive – Ahead of Schedule Neutral – On schedule Negative – Behind Schedule 
VAC  Variance At Completion  A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion.  The estimated difference in cost at the completion of the project.  VAC = BAC – EAC  Positive – Under planned cost Neutral – On planned cost Negative – Over planned cost 
CPI  Cost Performance Index  A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.  A CPI of 1.0 means the project is exactly on budget, that the work actually done so far is exactly the same asa the cost so far. Other values show the percentage of how much costs are over or under the budgeted amount for work accomplished.  CPI = EV/AC  Greater than 1.0 – Under planned cost Exactly 1.0 – On planned cost Less than 1.0 – Over planned cost 
SPI  Schedule Performance Index  A measure of schedule efficiency expressed as the ratio of earned value to planned value.  An SPI of 1.0 means that the project is exactly on schedule, that the work actually done so far is exactly the same as the work planned to be done so far. other values show the percentage of how much costs are over or under the budgeted amount for work planned.  SPI = EV/PV  Greater than 1.0 – Ahead of schedule Exactly 1.0 – On schedule Less than 1.0 – Behind schedule 
EAC  Estimate At Completion  The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.  If the CPI is expected to be the same for the remainder of the project, EAC can be calculated using (a) If future work will be accomplished at the planned rate, use (b) If the initial plan is no longer valid, use: (c) If both the CPI and SPI influence the remaining work, use (d) 
(a) EAC = BAC/CPI (b)EAC = AC + BAC – EV (c)EAC = AC + Bottomup ETC (d)EAC = AC + [(BAC – EV)/(CPI x SPI)] 

ETC  Estimate To Complete  The expected cost to finish all the remaining project work.  Assuming work is proceeding on plan, the cost of completing the remaining authorized work can be calculated using (a) Reestimate the remaining work from the bottom up.(b) 
(a)ETC = EAC – AC (b)ETC = Reestimate 

TCPI  To Complete Performance Index  A measure of the cost performance that must be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstading work to the budget available.  The efficiency that must be maintained in order to complete on plan. (a)
The efficiency that must be maintained in order to complete the current EAC.(b) 
(a)TCPI = (BACEV)/(BACAC)
(b)TCPI = (BACEV)/(EAC – AC) 
(a)Greater than 1.0 = Harder to complete Exactly 1.0 = Same to complete Less than 1.0 = Easier to complete(b)Greater than 1.0 = Harder to complete Exactly 1.0 = Same to complete Less than 1.0 = Easier to complete 
Financial measures (PMBOK 6th edition, 1.2, p. 34)  
Abbreviation  Name  Explanation  Equation  

NPV  Net Present Value  NPV is Present Value FV is Future Value r is the interest rate (as a decimal, so 0.05, not 5%) n is the number of years 
NPV = FV / (1+r)^{n}Initial Investment  
NPV (Even Cashflows)  Net Present Value (Even Cashflows)  ** This formula is probably beyond what one would be expected to see for the PMP Exam  C is the net cash inflow expected to be received each period r is the required rate of return per period (or interest rate over the period) n are the number of periods during which the project is expected to operate and generate cash inflows 
NPV = C x ((1 – (1 + r)^{n})/ r ) – Initial Investment  
NPV (Uneven Cashflows)  Net Present Value (Uneven Cashflows)  ** This formula is probably beyond what one would be expected to see for the PMP Exam  r is the target rate of return per period (or interest rate per period); C1 is the net cash inflow during the first period; C2 is the net cash inflow during the second period; C3 is the net cash inflow during the third period, and so on…. 
NPV = C_{1} / (1 + r)^{1} + C_{2} / (1 + r)^{2} + C_{3} / (1 + r)^{3} + … Initial Investment  
ROI  Return on Investment  Return on Investment = Net profit / Capital Invested  ROI > 1 – Project is profitable ROI = 1 – Project breaks even ROI < 1 – Project loses money 

IRR  Internal rate of return  IRR is the interest rate at which the cash inflow and cash outflow of the project equals zero **This will not be asked of you to calculate on the exam for obvious reasons. 
Essentially, the calculation would look at reversing which of the 3 NPV formulas above apply to the situation at hand and setting NPV to 0 and then find r(or IRR).  The larger the Internal Rate of Return (IRR), the more favorable the project is financially to the organization.  
PBP  Payback Period  PBP = Total Investment / Cash inflow (per period(months/years))  The shorter the Payback Period, the more favourable the project financially to the organization  
BCR  Benefitcost ratio  BCR = Benefits / Costs  BCR > 1 – the project is profitable, higher the BCR the better BCR = 1 – the project will break even BCR < 1 – the project will lose money 

Additional formulas  
Abbreviation  Name  Equation  How Used  Interpretation of Result/Reference  
Number of potential communication channels or paths  n x (n1) /2  where n = number of stakeholders  (PMBOK 6th edition, 10.1, p. 370)  
Threepoint estimating(Triangular distribution)  cE = (cO + cM +cP) / 3  Most likely (cM). This estimate is the most likely case Optimistic (cO). Bestcase scenario Pessimistic (cP). Worstcase scenario 
Triangular distribution is used when there is insufficient historical data or when using judgmental data.  (PMBOK 6th edition, 6.4, p. 201(Schedule), PMBOK 6th edition, 7.2, p. 245(Cost) 

Threepoint estimating(Beta Distribution or PERT) PERT (Program Evaluation and Review Technique) 
cE = (cO + 4cM + cP) / 6  Most likely (cM). This estimate is the most likely case Optimistic (cO). Bestcase scenario Pessimistic (cP). Worstcase scenario 
(PMBOK 6th edition, 7.2, p. 245)  
Standard Deviation  (P – O) / 6  P = Pessimistic Estimate O = Optimistic Estimate 

Float/Slack  Float/Slack = LS – ES Float/Slack = LF – EF 
LS = Late start ES = Early start LF = Late finish EF = Early finish 
Positive – Ahead of schedule Zero – On schedule Negative – Behind schedule (PMBOK 6th edition, 6.5, p. 210) 

Expected Monetary Value (EMV)  EMV = P x I  P = Probability I = Impact 
Decision Tree Analysis (PMBOK 6th edition, 11.4, p. 435) 

Point of Total Assumption(PTA) PTA is the point on the cost line where seller effectively bears all the costs of a cost overrun 
PTA = (Ceiling price – Target Price)/Buyer’s share ratio + Target Cost  Relates only to Fixed Price Incentive Fee(FPIF) contracts Additionally, Target Price is usually the sum of Target Cost and Target Profit(Fee) 
https://en.wikipedia.org/wiki/Point_of_total_assumption 