Institutional Performance Measurement & Power BI Dashboards
Add to watchlistThe chamber’s KPIs automated down to department level on Power BI and tied to the operational plans and measurement cycles in Munjaz.
Budget (BAC)
Actual cost
76% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure23 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate9 July 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate7 September 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate23 November 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate23 November 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 490K split into spent, committed and left, with the estimate at completion
- Actual spendSAR 372K
- Committed, not spentSAR 58K
- Allotted, uncommittedSAR 45.3K
- Contingency availableSAR 14.7K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 430K
- Original budgetwhen the first baseline was approved
- SAR 490K
- Approved budgetafter approved change requests
- SAR 490K
- Current budgetavailable to spend now
- SAR 490K
- Revised budgetif the pending changes are approved
- SAR 490K
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 430K
- Contracts0 active contracts
- SAR 0
- Purchase orders3 orders
- SAR 430K
- Remaining budgetapproved less actual
- SAR 118K
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 372K
- Accrualswork done, not yet invoiced
- SAR 15K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 490K
- ContingencySAR 10.3K drawn of SAR 25K
- SAR 14.7K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 60K (14.0%) above the estimate
- The estimate at completion is SAR 60K (14.0%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-06-24 · 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-21012
- WBS elements5 elements · P-2026-012.01 …
- Purchase orders3 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 10.3K drawn of SAR 25K
- Covering realised delivery risks2026-08-29SAR 10.3K
Purchase orders
- PO-2026-0870Printing, publishing and awareness materialSAR 107.5KSAR 16.2K paid
- PO-2026-0757Analytics and dashboard tool licencesSAR 150.5KSAR 67.8K paid
- PO-2025-0644Stakeholder workshops and interviewsSAR 172KSAR 172K 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 | 0.05 | 0.05 | 0.05 | 0.05 | −0.00 | |
| 2Diagnosis | 0.10 | 0.10 | 0.10 | 0.10 | −0.00 | |
| 3Design | 0.14 | 0.15 | 0.15 | 0.15 | −0.00 | |
| 4Implementation | 0.14 | 0.11 | 0.08 | 0.14 | +0.00 | |
| 5Handover & knowledge transfer | 0.05 | 0.03 | 0.00 | 0.05 | +0.00 | |
| Unallocated contingency | 0.01 | 0.00 | 0.00 | 0.01 | +0.01 | |
| Total | 0.49 | 0.43 | 0.37 | 0.49 | +0.00 |
Budget split
WBS
SAR 490K
Budget
- Management & governanceSAR 47.5K10%
- DiagnosisSAR 95.1K19%
- DesignSAR 142.6K29%
- ImplementationSAR 142.6K29%
- Handover & knowledge transferSAR 47.5K10%
- Unallocated contingencySAR 14.7K3%
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
0.79
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-05-16+136
SPI(t) 0.78 against the approved finish 2026-12-31
- Planned valuePV
- SAR 469K
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 372K
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 372K
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 490K
- 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
- −0.10 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
- 0.79
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 490K
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 118K
- 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 490K
- If the rest goes to planSAR 490K
- At cost and schedule performanceSAR 520.8K
- The PM’s bottom-up estimateSAR 490K
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 490K
Variance at completion: +0.00 SAR M