Converting the Current Headquarters into a Member Services Centre & Committee Rooms
Remove from watchlistRebuilding the current headquarters after the move and adding a new wing with 28 rooms for the sectoral committees and meetings, and a modern members’ service hall.
Budget (BAC)
Actual cost
81% of budget
Progress
Estimate at completion
SAR +3.9M
SPI · CPI
Forecast finish
126 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure13 July 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate15 November 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate14 January 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate20 June 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate13 July 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 20.6M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 16.7M
- Committed, not spentSAR 3.5M
- Allotted, uncommittedSAR 0
- Contingency availableSAR 618K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 19.1M
- Original budgetwhen the first baseline was approved
- SAR 19.5M
- Approved budgetafter approved change requests
- SAR 20.6M
- Current budgetavailable to spend now
- SAR 20.6M
- Revised budgetif the pending changes are approved
- SAR 20.6M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 20.2M
- Contracts2 active contracts
- SAR 19.4M
- Purchase orders3 orders
- SAR 800K
- Remaining budgetapproved less actual
- SAR 3.9M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 16.7M
- Accrualswork done, not yet invoiced
- SAR 667K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 24.5M
- ContingencySAR 412K drawn of SAR 1M
- SAR 618K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 1.5M (7.6%) above the estimate
- The estimate at completion is SAR 5.4M (28.1%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2023-10-31 · 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-71004
- WBS elements5 elements · P-2026-004.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates53 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 412K drawn of SAR 1M
- Covering realised delivery risks2026-08-29SAR 412K
Purchase orders
- PO-2026-0574Display and audio systems for the training and committee hallsSAR 240KSAR 108K paid
- PO-2025-0461Office and training-hall furniture and fit-outSAR 384KSAR 384K paid
- PO-2024-0348Materials and soil laboratory testsSAR 176KSAR 176K 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 | 1.20 | 1.47 | 1.47 | 1.47 | −0.27 | |
| 2Design & permits | 2.40 | 2.94 | 2.94 | 2.94 | −0.54 | |
| 3Civil works | 7.59 | 9.32 | 9.32 | 9.32 | −1.73 | |
| 4MEP works | 5.99 | 4.78 | 2.94 | 6.88 | −0.88 | |
| 5Handover | 2.80 | 1.69 | 0.00 | 3.61 | −0.81 | |
| Unallocated contingency | 0.62 | 0.00 | 0.00 | 0.31 | +0.31 | |
| Total | 20.60 | 20.20 | 16.68 | 24.52 | −3.92 |
Budget split
WBS
SAR 20.6M
Budget
- Management & governanceSAR 1.2M6%
- Design & permitsSAR 2.4M12%
- Civil worksSAR 7.6M37%
- MEP worksSAR 6M29%
- HandoverSAR 2.8M14%
- Unallocated contingencySAR 618K3%
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
0.68
Off track
Schedule performance index
SPI = EV ÷ PV
0.84
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-07-09+648
SPI(t) 0.60 against the approved finish 2026-09-30
- Planned valuePV
- SAR 20.6M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 14M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 16.7M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 20.6M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −2.67 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −6.59 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.84
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.68
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 24.5M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 7.8M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −3.92 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.68
- 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 24.5M
- If the rest goes to planSAR 23.3M
- At cost and schedule performanceSAR 28.2M
- The PM’s bottom-up estimateSAR 24.5M
- To stay within SAR 20.6M, cost performance on the rest must rise to 1.68 — above what has been achieved.
Estimate at completion at that performance
SAR 24.5M
Variance at completion: −3.92 SAR M