Training & Employment Centre Complex
Remove from watchlistA 92,000 m² complex with 42 training rooms, practical labs and a job-fair hall, ending the lease of 9 training venues.
Budget (BAC)
Actual cost
70% of budget
Progress
Estimate at completion
SAR +7M
SPI · CPI
Forecast finish
152 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure7 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 December 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate4 February 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate23 July 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate7 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 32M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 22.2M
- Committed, not spentSAR 8.7M
- Allotted, uncommittedSAR 140K
- Contingency availableSAR 960K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 28.8M
- Original budgetwhen the first baseline was approved
- SAR 32M
- Approved budgetafter approved change requests
- SAR 32M
- Current budgetavailable to spend now
- SAR 32M
- Revised budgetif the pending changes are approved
- SAR 32M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 30.9M
- Contracts2 active contracts
- SAR 30.2M
- Purchase orders3 orders
- SAR 725K
- Remaining budgetapproved less actual
- SAR 9.8M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 22.2M
- Accrualswork done, not yet invoiced
- SAR 890K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 39M
- ContingencySAR 640K drawn of SAR 1.6M
- SAR 960K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 3.2M (11.1%) above the estimate
- The estimate at completion is SAR 10.2M (35.5%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2023-11-21 · 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-51007
- WBS elements5 elements · P-2026-007.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates44 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 640K drawn of SAR 1.6M
- Covering realised delivery risks2026-08-29SAR 640K
Purchase orders
- PO-2026-0685Display and audio systems for the training and committee hallsSAR 217.5KSAR 97.9K paid
- PO-2025-0572Office and training-hall furniture and fit-outSAR 348KSAR 348K paid
- PO-2024-0459Materials and soil laboratory testsSAR 159.5KSAR 159.5K 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 | 1.86 | 2.34 | 2.34 | 2.34 | −0.48 | |
| 2Design & permits | 3.72 | 4.68 | 4.68 | 4.68 | −0.96 | |
| 3Civil works | 11.80 | 14.83 | 14.83 | 14.83 | −3.03 | |
| 4MEP works | 9.31 | 6.21 | 0.39 | 11.35 | −2.04 | |
| 5Handover | 4.35 | 2.84 | 0.00 | 5.34 | −0.99 | |
| Unallocated contingency | 0.96 | 0.00 | 0.00 | 0.48 | +0.48 | |
| Total | 32.00 | 30.90 | 22.24 | 39.02 | −7.02 |
Budget split
WBS
SAR 32M
Budget
- Management & governanceSAR 1.9M6%
- Design & permitsSAR 3.7M12%
- Civil worksSAR 11.8M37%
- MEP worksSAR 9.3M29%
- HandoverSAR 4.3M14%
- Unallocated contingencySAR 960K3%
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
0.58
Off track
Schedule performance index
SPI = EV ÷ PV
0.82
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-02-06+768
SPI(t) 0.58 against the approved finish 2026-12-31
- Planned valuePV
- SAR 31.7M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 18.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 22.2M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 32M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −4.00 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −13.46 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.82
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.58
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 39M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 16.8M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −7.02 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.41
- 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 39M
- If the rest goes to planSAR 36M
- At cost and schedule performanceSAR 51.4M
- The PM’s bottom-up estimateSAR 39M
- To stay within SAR 32M, cost performance on the rest must rise to 1.41 — above what has been achieved.
Estimate at completion at that performance
SAR 39M
Variance at completion: −7.02 SAR M