Chamber ERP on Dynamics 365
Remove from watchlistOne system on Dynamics 365 for the chamber’s finance, procurement and HR, connected to the My Business portal to collect membership and service fees.
Budget (BAC)
Actual cost
69% of budget
Progress
Estimate at completion
SAR +440K
SPI · CPI
Forecast finish
58 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure4 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate13 November 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate12 January 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate7 May 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate4 November 2026Closure · Not startedClosure · Not started
Finance & earned value
The full budget structure, cost broken down by eight dimensions, cash flow with its S-curve, and earned-value indicators with an automatic end-of-project forecast.
Budget anatomy
The approved SAR 3.2M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 2.2M
- Committed, not spentSAR 384K
- Allotted, uncommittedSAR 508.3K
- Contingency availableSAR 96.8K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 2.9M
- Original budgetwhen the first baseline was approved
- SAR 3.2M
- Approved budgetafter approved change requests
- SAR 3.2M
- Current budgetavailable to spend now
- SAR 3.2M
- Revised budgetif the pending changes are approved
- SAR 3.6M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 2.6M
- Contracts1 active contract
- SAR 2.1M
- Purchase orders3 orders
- SAR 560K
- Remaining budgetapproved less actual
- SAR 989K
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 2.2M
- Accrualswork done, not yet invoiced
- SAR 89K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 3.7M
- ContingencySAR 64.3K drawn of SAR 161K
- SAR 96.8K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 355K (12.4%) above the estimate
- The estimate at completion is SAR 795K (27.7%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-10-29 · The gap between estimated and approved comes from the scope update and the change requests approved after the approval gate.
ERP link — data readiness
The link keys are ready for the finance-system sync; Munjaz follows the project and does not replace the accounting system
- Cost centreCC-61001
- WBS elements5 elements · P-2026-001.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates13 posted · 0 in approval
Where each figure comes from
- EstimatedManualFrom the project proposal — not from the finance system
- CommitmentsSyncedFrom the nightly finance-system sync
- Actual costSyncedFrom the nightly finance-system sync
- Estimate at completionManualThe project manager’s estimate — not from the finance system
Once the link is live, synced figures are read from the finance system; manual updates stay available to the same roles and are logged.
Purchase-order registerManual edit log
Every manual update — who, when, why and from which source
No manual edits on this project
All its figures come from the finance-system sync. Finance & procurement — and the project manager, for the estimate at completion — can update them by hand.
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 64.3K drawn of SAR 161K
- Covering realised delivery risks2026-08-29SAR 64.3K
Purchase orders
- PO-2026-0463Penetration and application-security testingSAR 140KSAR 63K paid
- PO-2025-0350Test-environment servers and devicesSAR 224KSAR 224K paid
- PO-2025-0237Development and testing tool licencesSAR 196KSAR 196K paid
Cost breakdown structure
Every dimension adds up to the same totals
| Item | BudgetSAR M | CommittedSAR M | ActualSAR M | EACSAR M | VarianceSAR M | Consumption |
|---|---|---|---|---|---|---|
| 1Management & governance | 0.25 | 0.29 | 0.29 | 0.29 | −0.04 | |
| 2Analysis & design | 0.53 | 0.62 | 0.62 | 0.62 | −0.09 | |
| 3Build | 1.25 | 1.32 | 1.32 | 1.32 | −0.07 | |
| 4Testing & acceptance | 0.63 | 0.22 | 0.00 | 0.79 | −0.16 | |
| 5Launch & handover | 0.47 | 0.17 | 0.00 | 0.59 | −0.12 | |
| Unallocated contingency | 0.10 | 0.00 | 0.00 | 0.05 | +0.05 | |
| Total | 3.23 | 2.62 | 2.24 | 3.67 | −0.44 |
Budget split
WBS
SAR 3.2M
Budget
- Management & governanceSAR 250.3K8%
- Analysis & designSAR 531.8K16%
- BuildSAR 1.3M39%
- Testing & acceptanceSAR 625.7K19%
- Launch & handoverSAR 469.2K15%
- Unallocated contingencySAR 96.8K3%
Cash flow
Planned, committed, actual and forecast
Spend per period
SAR millions
- Planned
- Actual
- Forecast
Cumulative S-curve
Cumulative to close
- Actual, then forecast
- Planned, cumulative
- Committed, cumulative
- Forecast
Earned value management
At the data date 2026-10-28
Planned value, earned value and actual cost
- Planned value
- Earned value
- Actual cost
- Estimate at completion
- Budget at completion
0.62
Off track
Schedule performance index
SPI = EV ÷ PV
0.88
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-03-04+429
SPI(t) 0.63 against the approved finish 2026-12-31
- Planned valuePV
- SAR 3.2M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 2.2M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 3.2M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −0.27 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −1.20 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.88
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.62
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 3.7M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 1.4M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −0.44 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.27
- The cost efficiency the rest must reach to stay on budget.
- TCPI = (BAC − EV) ÷ (BAC − AC)
Automatic end-of-project forecast
Four ways to estimate the final cost, and the date earned schedule points to
- At today’s cost performanceSAR 3.7M
- If the rest goes to planSAR 3.5M
- At cost and schedule performanceSAR 4.5M
- The PM’s bottom-up estimateSAR 3.7M
- To stay within SAR 3.2M, cost performance on the rest must rise to 1.27 — above what has been achieved.
Estimate at completion at that performance
SAR 3.7M
Variance at completion: −0.44 SAR M