Disaster Recovery Centre for the Chamber’s Systems
Add to watchlistA Tier III standby site at a licensed provider in Al-Kharj that keeps the My Business portal, e-attestation and the chamber’s systems running after a major outage.
Budget (BAC)
Actual cost
79% of budget
Progress
Estimate at completion
SAR +732K
SPI · CPI
Forecast finish
38 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure13 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate5 February 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate6 April 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate11 July 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate13 October 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 7.4M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 5.9M
- Committed, not spentSAR 1.1M
- Allotted, uncommittedSAR 203K
- Contingency availableSAR 222K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 6.9M
- Original budgetwhen the first baseline was approved
- SAR 7.2M
- Approved budgetafter approved change requests
- SAR 7.4M
- Current budgetavailable to spend now
- SAR 7.4M
- Revised budgetif the pending changes are approved
- SAR 7.4M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 7M
- Contracts2 active contracts
- SAR 6.7M
- Purchase orders3 orders
- SAR 320K
- Remaining budgetapproved less actual
- SAR 1.5M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 5.9M
- Accrualswork done, not yet invoiced
- SAR 234K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 8.1M
- ContingencySAR 148K drawn of SAR 370K
- SAR 222K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 515K (7.5%) above the estimate
- The estimate at completion is SAR 1.2M (18.1%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-01-21 · 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-61003
- WBS elements5 elements · P-2026-003.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates23 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 148K drawn of SAR 370K
- Covering realised delivery risks2026-08-29SAR 148K
Purchase orders
- PO-2026-0537Penetration and application-security testingSAR 80KSAR 12K paid
- PO-2026-0424Test-environment servers and devicesSAR 128KSAR 57.6K paid
- PO-2025-0311Development and testing tool licencesSAR 112KSAR 112K 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 | 0.57 | 0.65 | 0.65 | 0.65 | −0.08 | |
| 2Analysis & design | 1.22 | 1.38 | 1.38 | 1.38 | −0.16 | |
| 3Build | 2.87 | 3.25 | 3.25 | 3.25 | −0.38 | |
| 4Testing & acceptance | 1.44 | 1.07 | 0.57 | 1.54 | −0.10 | |
| 5Launch & handover | 1.08 | 0.62 | 0.00 | 1.20 | −0.12 | |
| Unallocated contingency | 0.22 | 0.00 | 0.00 | 0.11 | +0.11 | |
| Total | 7.40 | 6.98 | 5.86 | 8.13 | −0.73 |
Budget split
WBS
SAR 7.4M
Budget
- Management & governanceSAR 574.2K8%
- Analysis & designSAR 1.2M16%
- BuildSAR 2.9M39%
- Testing & acceptanceSAR 1.4M19%
- Launch & handoverSAR 1.1M15%
- Unallocated contingencySAR 222K3%
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
0.73
Off track
Schedule performance index
SPI = EV ÷ PV
0.91
Watch
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-09-03+277
SPI(t) 0.69 against the approved finish 2026-11-30
- Planned valuePV
- SAR 7.3M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 5.3M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 5.9M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 7.4M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −0.53 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −2.02 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.91
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.73
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 8.1M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 2.3M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −0.73 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.34
- 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 8.1M
- If the rest goes to planSAR 7.9M
- At cost and schedule performanceSAR 9M
- The PM’s bottom-up estimateSAR 8.1M
- To stay within SAR 7.4M, cost performance on the rest must rise to 1.34 — above what has been achieved.
Estimate at completion at that performance
SAR 8.1M
Variance at completion: −0.73 SAR M