Chamber Cybersecurity Programme
Add to watchlistA security operations centre, identity and access management, and compliance with the NCA Essential Cybersecurity Controls to protect member and business data.
Budget (BAC)
Actual cost
85% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure22 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate4 December 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate2 February 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate22 May 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate22 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 1.9M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 1.6M
- Committed, not spentSAR 111K
- Allotted, uncommittedSAR 112.1K
- Contingency availableSAR 57.9K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 2M
- Original budgetwhen the first baseline was approved
- SAR 1.9M
- Approved budgetafter approved change requests
- SAR 1.9M
- Current budgetavailable to spend now
- SAR 1.9M
- Revised budgetif the pending changes are approved
- SAR 1.9M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 1.8M
- Contracts1 active contract
- SAR 1.6M
- Purchase orders2 orders
- SAR 185K
- Remaining budgetapproved less actual
- SAR 281K
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 1.6M
- Accrualswork done, not yet invoiced
- SAR 66K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 1.9M
- ContingencySAR 39.1K drawn of SAR 97K
- SAR 57.9K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 20K (1.0%) below the estimate
- The estimate at completion is SAR 76K (3.9%) below the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-11-19 · 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-61005
- WBS elements5 elements · P-2026-005.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificates8 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 39.1K drawn of SAR 97K
- Covering realised delivery risks2026-08-29SAR 39.1K
Purchase orders
- PO-2026-0498Test-environment servers and devicesSAR 98.7KSAR 44.4K paid
- PO-2025-0385Development and testing tool licencesSAR 86.4KSAR 86.4K 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 | 0.15 | 0.15 | 0.15 | 0.15 | −0.00 | |
| 2Analysis & design | 0.32 | 0.32 | 0.32 | 0.32 | −0.00 | |
| 3Build | 0.75 | 0.75 | 0.75 | 0.75 | −0.00 | |
| 4Testing & acceptance | 0.37 | 0.37 | 0.37 | 0.37 | −0.00 | |
| 5Launch & handover | 0.28 | 0.17 | 0.06 | 0.25 | +0.03 | |
| Unallocated contingency | 0.06 | 0.00 | 0.00 | 0.03 | +0.03 | |
| Total | 1.93 | 1.76 | 1.65 | 1.87 | +0.06 |
Budget split
WBS
SAR 1.9M
Budget
- Management & governanceSAR 149.8K8%
- Analysis & designSAR 318.3K16%
- BuildSAR 748.8K39%
- Testing & acceptanceSAR 374.4K19%
- Launch & handoverSAR 280.8K15%
- Unallocated contingencySAR 57.9K3%
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
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
0.90
Off track
Schedule performance index
SPI = EV ÷ PV
1.03
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-04-06+112
SPI(t) 0.86 against the approved finish 2026-12-15
- Planned valuePV
- SAR 1.9M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 1.7M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 1.6M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 1.9M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +0.05 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −0.19 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.03
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.90
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 1.9M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 225K
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +0.06 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.83
- 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 1.9M
- If the rest goes to planSAR 1.9M
- At cost and schedule performanceSAR 1.9M
- The PM’s bottom-up estimateSAR 1.9M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 1.9M
Variance at completion: +0.06 SAR M