PRJ-2026-014At risk4ExecutionHybridIn progress

My Business Portal 2.0 — the Unified Member Journey

68 member e-services in one journey — membership and renewal, e-attestation, certificates of origin, document verification and appointments — with Nafath sign-in and links to the Ministry of Commerce and the Saudi Business Center.

Project managerEng. Sultan F. Al-GhamdiProject sponsorEng. Majed S. Al-RasheedProgrammeDigital Member Journey Programme

Early warning: ⁦74%⁩ chance of slipping within ⁦45⁩ days

Budget (BAC)

SAR 4.3M

Actual cost

SAR 2.6M

⁦60%⁩ of budget

Progress

⁦58%⁩Awaiting acceptance ⁦23%⁩

Estimate at completion

SAR 4.5M

SAR +180K

SPI · CPI

0.870.96

Forecast finish

⁦2027-05-12⁩

42 days behind baseline

ExecutionStage ⁦4⁩ of ⁦5⁩

Next gate:Closure31 March 2027

Pre-start · Complete
Initiation · Complete
Planning · Complete
Execution · Current stage
Closure · 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 4.3M split into spent, committed and left, with the estimate at completion

Forecast overrun SAR 180K

EAC SAR 4.5M

Revised request SAR 4.5M

Actual spendSAR 2.6M
Committed, not spentSAR 980K
Allotted, uncommittedSAR 625K
Contingency availableSAR 105K

Budget

EstimatedManualthe proposal’s cost before approval: SAR 3.9M
Original budgetwhen the first baseline was approved: SAR 4.2M
Approved budgetafter approved change requests: SAR 4.3M
Current budgetavailable to spend now: SAR 4.3M
Revised budgetif the pending changes are approved: SAR 4.5M

Commitments

CommitmentsSyncedsigned contracts and purchase orders: SAR 3.6M
Contracts3 active contracts: SAR 3.3M
Purchase orders⁦3⁩ orders: SAR 310K
Remaining budgetapproved less actual: SAR 1.7M

Spend & outlook

Actual costSyncedincluding accruals: SAR 2.6M
Accrualswork done, not yet invoiced: SAR 118K
Estimate at completionManualthe PM’s bottom-up forecast: SAR 4.5M
ContingencySAR 55K drawn of SAR 160K: SAR 105K

Estimated vs approved budget

What the project proposal estimated before approval, against today’s approved budget and the estimate at completion

EstimatedSAR 3.9M

ApprovedSAR 4.3M

Estimate at completionSAR 4.5M

Approved is SAR 390K (⁦9.9%⁩) above the estimate

The estimate at completion is SAR 570K (⁦14.5%⁩) above the estimate

From the «project proposal & feasibility study» approved at the approval gate on ⁦2024-09-22⁩ · 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

⁦4⁩ of ⁦4⁩ fields ready

Cost centreCC-61014
WBS elements⁦7⁩ elements · P-2026-014.01 …
Purchase orders⁦3⁩ synced · ⁦0⁩ manual
Invoices & certificates⁦28⁩ posted · ⁦1⁩ in approval

Last sync⁦2026-10-28⁩ · 06:00 · succeededNext tonight at 02:00

Where each figure comes from

EstimatedManual
CommitmentsSynced
Actual costSynced
Estimate at completionManual

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 register

Manual edit log

Every manual update — who, when, why and from which source

Manual edit log
Date	By	Figure	From → to	Reason	Source
⁦2026-10-05⁩10:20	Khalid N. Al-Mutairi	Actual spend	SAR 2.6MSAR 2.6M	September cloud-hosting accruals posted before the finance system transferred them	Finance department monthly reportFIN-RPT-2026-09
⁦2026-09-30⁩13:05	Eng. Sultan F. Al-Ghamdi	Estimate at completion	SAR 4.5MSAR 4.5M	Re-estimated after the late first wave and a two-month extension of the integration team	Project manager’s estimate
⁦2026-08-12⁩09:40	Khalid N. Al-Mutairi	Commitments	SAR 3.5MSAR 3.6M	Security scanning tools order added before the sync completed	Export from the finance system (ERP)PO-2026-0812

Budget bridge

From the original to the revised request

Total
Increase
Decrease

Contingency draw-downs

SAR 55K drawn of SAR 160K

Nafath integration — extra test environment⁦2026-03-18⁩SAR 21K
Membership services — fee calculator linked to SADAD⁦2026-06-09⁩SAR 19K
Data migration — cleansing member-business records⁦2026-09-22⁩SAR 15K

Purchase orders

PO-2026-0812Security & application scanning toolsSAR 120KSAR 40K paid
PO-2025-0634Identity & access management licencesSAR 130KSAR 130K paid
PO-2025-0118Project office advisory — first six monthsSAR 60KSAR 60K paid

Cost breakdown structure

Every dimension adds up to the same totals

Cost breakdown structure — WBS
Item	BudgetSAR M	CommittedSAR M	ActualSAR M	EACSAR M	VarianceSAR M
1Project management & governance	0.34	0.30	0.25	0.35	⁦−0.01⁩
2Requirements & member e-service design	0.51	0.52	0.52	0.52	⁦−0.01⁩
3Core platform build	1.26	1.16	1.01	1.30	⁦−0.04⁩
4National systems & agency integration	0.76	0.60	0.36	0.81	⁦−0.06⁩
5Data migration	0.42	0.34	0.20	0.45	⁦−0.03⁩
6Testing, quality & security	0.51	0.39	0.20	0.55	⁦−0.04⁩
7Launch & change management	0.42	0.29	0.08	0.47	⁦−0.05⁩
Unallocated contingency	0.11	0.00	0.00	0.05	⁦+0.05⁩
Total	4.32	3.59	2.61	4.50	⁦−0.18⁩

Budget split

WBS

SAR 4.3M

Budget

Project management & governanceSAR 337.2K⁦8%⁩
Requirements & member e-service designSAR 505.8K⁦12%⁩
Core platform buildSAR 1.3M⁦29%⁩
National systems & agency integrationSAR 758.7K⁦18%⁩
Data migrationSAR 421.5K⁦10%⁩
Testing, quality & securitySAR 505.8K⁦12%⁩
Launch & change managementSAR 421.5K⁦10%⁩
Unallocated contingencySAR 105K⁦2%⁩

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

0.87

Off track

Schedule performance index

SPI = EV ÷ PV

0.96

On track

Cost performance index

CPI = EV ÷ AC

Finish by earned schedule

⁦2027-06-27⁩+88

SPI(t) ⁦0.90⁩ against the approved finish ⁦2027-03-31⁩

Planned valuePV: SAR 2.9M; The value of the work that should be done by today.; PV
Earned valueEV: SAR 2.5M; The value of the work actually done, at plan prices.; EV = % complete × BAC
Actual costAC: SAR 2.6M; What has actually been spent on the work done.; AC
Budget at completionBAC: SAR 4.3M; The approved budget for the whole project.; BAC
Cost varianceCV: ⁦−0.10⁩ SAR M; Earned less actual; negative means paying more than the value.; CV = EV − AC
Schedule varianceSV: ⁦−0.39⁩ SAR M; Earned less planned; negative means behind, in value.; SV = EV − PV
Cost performance indexCPI: 0.96; Value produced per riyal spent; under 1 is an overrun.; CPI = EV ÷ AC
Schedule performance indexSPI: 0.87; Work done over work planned; under 1 is behind.; SPI = EV ÷ PV
Estimate at completionEAC: SAR 4.5M; What the project will cost when it finishes, as forecast.; EAC = BAC ÷ CPI
Estimate to completeETC: SAR 1.9M; What is still to be spent to completion.; ETC = EAC − AC
Variance at completionVAC: ⁦−0.18⁩ SAR M; Budget less the estimate; negative is an overrun.; VAC = BAC − EAC
To-complete performance indexTCPI: 1.06; 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 4.5M
If the rest goes to planSAR 4.4M
At cost and schedule performanceSAR 4.8M
The PM’s bottom-up estimateSAR 4.5M
To stay within SAR 4.3M, cost performance on the rest must rise to ⁦1.06⁩ — above what has been achieved.

Assume a cost performance for the remaining work

Estimate at completion at that performance

SAR 4.5M

Variance at completion: ⁦−0.18⁩ SAR M