Chamber Branch & Manufacturers’ Service Centre — Second Industrial City
Remove from watchlistA full branch serving the factories of the Second Industrial City — membership, attestation and certificates of origin — with 40 service desks and training rooms; it needs ground improvement and Riyadh Region Municipality permits.
Budget (BAC)
Actual cost
44% of budget
Progress
Estimate at completion
SAR +1.8M
SPI · CPI
Forecast finish
95 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure15 January 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate3 July 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate1 September 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate30 January 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate15 January 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 14.3M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 6.3M
- Committed, not spentSAR 6.4M
- Allotted, uncommittedSAR 1.2M
- Contingency availableSAR 429K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 12M
- Original budgetwhen the first baseline was approved
- SAR 13.8M
- Approved budgetafter approved change requests
- SAR 14.3M
- Current budgetavailable to spend now
- SAR 14.3M
- Revised budgetif the pending changes are approved
- SAR 15.4M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 12.7M
- Contracts2 active contracts
- SAR 12.4M
- Purchase orders3 orders
- SAR 260K
- Remaining budgetapproved less actual
- SAR 8M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 6.3M
- Accrualswork done, not yet invoiced
- SAR 251K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 16.1M
- ContingencySAR 286K drawn of SAR 715K
- SAR 429K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 2.3M (18.9%) above the estimate
- The estimate at completion is SAR 4M (33.6%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-06-18 · 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-41006
- WBS elements5 elements · P-2026-006.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates32 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 286K drawn of SAR 715K
- Covering realised delivery risks2026-08-29SAR 286K
Purchase orders
- PO-2026-0648Display and audio systems for the training and committee hallsSAR 78KSAR 11.7K paid
- PO-2025-0535Office and training-hall furniture and fit-outSAR 124.8KSAR 124.8K paid
- PO-2025-0422Materials and soil laboratory testsSAR 57.2KSAR 57.2K 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 | 0.83 | 0.96 | 0.96 | 0.96 | −0.13 | |
| 2Design & permits | 1.66 | 1.93 | 1.93 | 1.93 | −0.26 | |
| 3Civil works | 5.27 | 4.90 | 3.38 | 5.65 | −0.38 | |
| 4MEP works | 4.16 | 3.35 | 0.00 | 4.99 | −0.83 | |
| 5Handover | 1.94 | 1.56 | 0.00 | 2.33 | −0.39 | |
| Unallocated contingency | 0.43 | 0.00 | 0.00 | 0.22 | +0.21 | |
| Total | 14.30 | 12.70 | 6.27 | 16.07 | −1.77 |
Budget split
WBS
SAR 14.3M
Budget
- Management & governanceSAR 832.3K6%
- Design & permitsSAR 1.7M12%
- Civil worksSAR 5.3M37%
- MEP worksSAR 4.2M29%
- HandoverSAR 1.9M14%
- Unallocated contingencySAR 429K3%
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
0.42
Off track
Schedule performance index
SPI = EV ÷ PV
0.89
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-09-27+911
SPI(t) 0.51 against the approved finish 2027-03-31
- Planned valuePV
- SAR 13.3M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 5.6M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 6.3M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 14.3M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −0.69 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −7.73 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.89
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.42
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 16.1M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 9.8M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −1.77 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.09
- 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 16.1M
- If the rest goes to planSAR 15M
- At cost and schedule performanceSAR 29.6M
- The PM’s bottom-up estimateSAR 16.1M
- To stay within SAR 14.3M, cost performance on the rest must rise to 1.09 — above what has been achieved.
Estimate at completion at that performance
SAR 16.1M
Variance at completion: −1.77 SAR M