Member 360 — Member Relationship Management on Dynamics 365
Add to watchlistOne record for every member business — its membership, transactions, enquiries, events and committees — linked to the Ministry of Commerce commercial register and the Saudi Business Center.
Budget (BAC)
Actual cost
6% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
PlanningStage 3 of 5
Next gate:Execution30 September 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 May 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 July 2026Planning · Current stagePlanning · Current stage
- Gate into «Execution»DecisionNot held yetDate30 September 2026Execution · Not startedExecution · Not started
- Gate into «Closure»DecisionNot held yetClosure · 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 1.2M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 72K
- Committed, not spentSAR 23K
- Allotted, uncommittedSAR 1.1M
- Contingency availableSAR 36K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 1.2M
- Original budgetwhen the first baseline was approved
- SAR 1.2M
- Approved budgetafter approved change requests
- SAR 1.2M
- Current budgetavailable to spend now
- SAR 1.2M
- Revised budgetif the pending changes are approved
- SAR 1.2M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 95K
- Contracts0 active contracts
- SAR 0
- Purchase orders2 orders
- SAR 95K
- Remaining budgetapproved less actual
- SAR 1.1M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 72K
- Accrualswork done, not yet invoiced
- SAR 3,000
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 1.2M
- ContingencySAR 24K drawn of SAR 60K
- SAR 36K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 25K (2.0%) below the estimate
- The estimate at completion is SAR 25K (2.0%) below the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2026-04-21 · 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-61011
- WBS elements5 elements · P-2026-011.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificatesNo certificates
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 24K drawn of SAR 60K
- Covering realised delivery risks2026-08-29SAR 24K
Purchase orders
- PO-2026-0720Test-environment servers and devicesSAR 50.7KSAR 7,600 paid
- PO-2026-0607Development and testing tool licencesSAR 44.4KSAR 6,650 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 | 0.09 | 0.07 | 0.07 | 0.09 | +0.00 | |
| 2Analysis & design | 0.20 | 0.00 | 0.00 | 0.20 | −0.00 | |
| 3Build | 0.47 | 0.01 | 0.00 | 0.47 | −0.01 | |
| 4Testing & acceptance | 0.23 | 0.01 | 0.00 | 0.24 | −0.00 | |
| 5Launch & handover | 0.17 | 0.00 | 0.00 | 0.18 | −0.00 | |
| Unallocated contingency | 0.04 | 0.00 | 0.00 | 0.02 | +0.02 | |
| Total | 1.20 | 0.10 | 0.07 | 1.20 | +0.00 |
Budget split
WBS
SAR 1.2M
Budget
- Management & governanceSAR 93.1K8%
- Analysis & designSAR 197.9K16%
- BuildSAR 465.6K39%
- Testing & acceptanceSAR 232.8K19%
- Launch & handoverSAR 174.6K15%
- Unallocated contingencySAR 36K3%
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
0.48
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-10-03+278
SPI(t) 0.66 against the approved finish 2027-12-30
- Planned valuePV
- SAR 151K
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 72K
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 72K
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 1.2M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +0.00 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −0.08 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.00
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.48
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 1.2M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 1.1M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +0.00 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.00
- 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 1.2M
- If the rest goes to planSAR 1.2M
- At cost and schedule performanceSAR 2.4M
- The PM’s bottom-up estimateSAR 1.2M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 1.2M
Variance at completion: +0.00 SAR M