Business Observatory & Data Governance
Add to watchlistBusiness indicators for the Riyadh Region on the observatory portal, and governance of member and business data under the National Data Management Office policies.
Budget (BAC)
Actual cost
65% of budget
Progress
Estimate at completion
SAR +57K
SPI · CPI
Forecast finish
18 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure20 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate4 June 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 August 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate24 October 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate20 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 1.1M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 702K
- Committed, not spentSAR 118K
- Allotted, uncommittedSAR 222.8K
- Contingency availableSAR 32.3K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 1.1M
- Original budgetwhen the first baseline was approved
- SAR 1.1M
- Approved budgetafter approved change requests
- SAR 1.1M
- Current budgetavailable to spend now
- SAR 1.1M
- Revised budgetif the pending changes are approved
- SAR 1.1M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 820K
- Contracts1 active contract
- SAR 710K
- Purchase orders2 orders
- SAR 110K
- Remaining budgetapproved less actual
- SAR 373K
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 702K
- Accrualswork done, not yet invoiced
- SAR 28K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 1.1M
- ContingencySAR 21.8K drawn of SAR 54K
- SAR 32.3K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved equals the estimate
- The estimate at completion is SAR 57K (5.3%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-05-20
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-31016
- WBS elements5 elements · P-2026-016.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificates9 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 21.8K drawn of SAR 54K
- Covering realised delivery risks2026-08-29SAR 21.8K
Purchase orders
- PO-2026-0905Test-environment servers and devicesSAR 58.7KSAR 26.4K paid
- PO-2025-0792Development and testing tool licencesSAR 51.4KSAR 51.4K 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 | 0.08 | 0.09 | 0.09 | 0.09 | −0.01 | |
| 2Analysis & design | 0.18 | 0.19 | 0.19 | 0.19 | −0.02 | |
| 3Build | 0.42 | 0.42 | 0.42 | 0.42 | −0.00 | |
| 4Testing & acceptance | 0.21 | 0.07 | 0.00 | 0.24 | −0.03 | |
| 5Launch & handover | 0.16 | 0.05 | 0.00 | 0.18 | −0.02 | |
| Unallocated contingency | 0.03 | 0.00 | 0.00 | 0.02 | +0.02 | |
| Total | 1.08 | 0.82 | 0.70 | 1.13 | −0.06 |
Budget split
WBS
SAR 1.1M
Budget
- Management & governanceSAR 83.4K8%
- Analysis & designSAR 177.3K16%
- BuildSAR 417.1K39%
- Testing & acceptanceSAR 208.6K19%
- Launch & handoverSAR 156.4K15%
- Unallocated contingencySAR 32.3K3%
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
0.65
Off track
Schedule performance index
SPI = EV ÷ PV
0.95
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-09-24+267
SPI(t) 0.66 against the approved finish 2026-12-31
- Planned valuePV
- SAR 1M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 667K
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 702K
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 1.1M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −0.04 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −0.37 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.95
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.65
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 1.1M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 430K
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −0.06 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.09
- 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 1.1M
- If the rest goes to planSAR 1.1M
- At cost and schedule performanceSAR 1.4M
- The PM’s bottom-up estimateSAR 1.1M
- To stay within SAR 1.1M, cost performance on the rest must rise to 1.09 — above what has been achieved.
Estimate at completion at that performance
SAR 1.1M
Variance at completion: −0.06 SAR M