The Chamber’s New Headquarters Building
Remove from watchlistA new headquarters in north Riyadh housing the secretariat, the members’ service hall, the conference and general-assembly hall and the sectoral committee rooms in four linked buildings, with multi-storey parking.
Budget (BAC)
Actual cost
45% of budget
Progress
Estimate at completion
SAR +4.4M
SPI · CPI
Forecast finish
74 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure25 March 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 January 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 March 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate13 September 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate25 March 2027Closure · 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 59M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 26.6M
- Committed, not spentSAR 28.2M
- Allotted, uncommittedSAR 2.4M
- Contingency availableSAR 1.8M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 52.5M
- Original budgetwhen the first baseline was approved
- SAR 57.1M
- Approved budgetafter approved change requests
- SAR 59M
- Current budgetavailable to spend now
- SAR 59M
- Revised budgetif the pending changes are approved
- SAR 59M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 54.8M
- Contracts2 active contracts
- SAR 54.3M
- Purchase orders3 orders
- SAR 555K
- Remaining budgetapproved less actual
- SAR 32.4M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 26.6M
- Accrualswork done, not yet invoiced
- SAR 1.1M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 63.4M
- ContingencySAR 1.2M drawn of SAR 3M
- SAR 1.8M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 6.5M (12.4%) above the estimate
- The estimate at completion is SAR 10.9M (20.8%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2023-12-19 · 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-71002
- WBS elements5 elements · P-2026-002.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates47 posted · 1 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 1.2M drawn of SAR 3M
- Covering realised delivery risks2026-08-29SAR 1.2M
Purchase orders
- PO-2026-0500Display and audio systems for the training and committee hallsSAR 166.5KSAR 75K paid
- PO-2025-0387Office and training-hall furniture and fit-outSAR 266.4KSAR 266.4K paid
- PO-2024-0274Materials and soil laboratory testsSAR 122.1KSAR 122.1K 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 | 3.43 | 3.81 | 3.81 | 3.81 | −0.38 | |
| 2Design & permits | 6.87 | 7.62 | 7.62 | 7.62 | −0.76 | |
| 3Civil works | 21.75 | 21.02 | 15.21 | 22.61 | −0.86 | |
| 4MEP works | 17.17 | 15.25 | 0.00 | 19.44 | −2.27 | |
| 5Handover | 8.01 | 7.12 | 0.00 | 9.07 | −1.06 | |
| Unallocated contingency | 1.77 | 0.00 | 0.00 | 0.89 | +0.89 | |
| Total | 59.00 | 54.82 | 26.65 | 63.44 | −4.44 |
Budget split
WBS
SAR 59M
Budget
- Management & governanceSAR 3.4M6%
- Design & permitsSAR 6.9M12%
- Civil worksSAR 21.7M37%
- MEP worksSAR 17.2M29%
- HandoverSAR 8M14%
- Unallocated contingencySAR 1.8M3%
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
0.47
Off track
Schedule performance index
SPI = EV ÷ PV
0.93
Watch
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2030-02-15+961
SPI(t) 0.56 against the approved finish 2027-06-30
- Planned valuePV
- SAR 52.9M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 24.8M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 26.6M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 59M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −1.87 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −28.08 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.93
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.47
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 63.4M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 36.8M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −4.44 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.06
- 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 63.4M
- If the rest goes to planSAR 60.9M
- At cost and schedule performanceSAR 105.1M
- The PM’s bottom-up estimateSAR 63.4M
- To stay within SAR 59M, cost performance on the rest must rise to 1.06 — above what has been achieved.
Estimate at completion at that performance
SAR 63.4M
Variance at completion: −4.44 SAR M