Smart Access, Visitor & Event Management at HQ & the Branches
Add to watchlist1,200 cameras and gates and QR check-in for events at headquarters and the branches, with a central monitoring room, starting with the conference hall at the current headquarters.
Budget (BAC)
Actual cost
84% of budget
Progress
Estimate at completion
SAR +236K
SPI · CPI
Forecast finish
45 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure11 September 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate18 December 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate16 February 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate27 May 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate11 September 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 3.7M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 3.1M
- Committed, not spentSAR 330K
- Allotted, uncommittedSAR 149K
- Contingency availableSAR 111K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 3.4M
- Original budgetwhen the first baseline was approved
- SAR 3.7M
- Approved budgetafter approved change requests
- SAR 3.7M
- Current budgetavailable to spend now
- SAR 3.7M
- Revised budgetif the pending changes are approved
- SAR 3.7M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 3.4M
- Contracts1 active contract
- SAR 3.1M
- Purchase orders3 orders
- SAR 365K
- Remaining budgetapproved less actual
- SAR 590K
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 3.1M
- Accrualswork done, not yet invoiced
- SAR 124K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 3.9M
- ContingencySAR 74K drawn of SAR 185K
- SAR 111K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 335K (10.0%) above the estimate
- The estimate at completion is SAR 571K (17.0%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-12-03 · 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-71013
- WBS elements5 elements · P-2026-013.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates14 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 74K drawn of SAR 185K
- Covering realised delivery risks2026-08-29SAR 74K
Purchase orders
- PO-2026-0907Display and audio systems for the training and committee hallsSAR 109.5KSAR 16.5K paid
- PO-2026-0794Office and training-hall furniture and fit-outSAR 175.2KSAR 78.9K paid
- PO-2025-0681Materials and soil laboratory testsSAR 80.3KSAR 80.3K 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 | 0.22 | 0.24 | 0.24 | 0.24 | −0.02 | |
| 2Design & permits | 0.43 | 0.47 | 0.47 | 0.47 | −0.04 | |
| 3Civil works | 1.36 | 1.50 | 1.50 | 1.50 | −0.13 | |
| 4MEP works | 1.08 | 0.99 | 0.91 | 1.10 | −0.02 | |
| 5Handover | 0.50 | 0.25 | 0.00 | 0.57 | −0.07 | |
| Unallocated contingency | 0.11 | 0.00 | 0.00 | 0.06 | +0.06 | |
| Total | 3.70 | 3.44 | 3.11 | 3.94 | −0.24 |
Budget split
WBS
SAR 3.7M
Budget
- Management & governanceSAR 215.3K6%
- Design & permitsSAR 430.7K12%
- Civil worksSAR 1.4M37%
- MEP worksSAR 1.1M29%
- HandoverSAR 502.5K14%
- Unallocated contingencySAR 111K3%
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
0.94
Watch
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-07-18+260
SPI(t) 0.71 against the approved finish 2026-10-31
- Planned valuePV
- SAR 3.7M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 2.9M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 3.1M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 3.7M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −0.19 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −0.78 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.94
- 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 3.9M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 826K
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −0.24 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.32
- 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 3.9M
- If the rest goes to planSAR 3.9M
- At cost and schedule performanceSAR 4.2M
- The PM’s bottom-up estimateSAR 3.9M
- To stay within SAR 3.7M, cost performance on the rest must rise to 1.32 — above what has been achieved.
Estimate at completion at that performance
SAR 3.9M
Variance at completion: −0.24 SAR M