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PRJ-2026-017At risk5ClosureWaterfallIn progress

Correspondence & Document Management System

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Incoming and outgoing correspondence automated, with an archive of the chamber’s documents and its board and committee minutes.

Project managerDana S. Al-SalehProject sponsorSarah A. Al-QarniProgrammeEnterprise Systems & Dynamics 365 Programme

Budget (BAC)

SAR 710K

Actual cost

SAR 675K

⁦95%⁩ of budget

Progress

⁦95%⁩Awaiting acceptance ⁦5%⁩

Estimate at completion

SAR 710K

SPI · CPI

0.95Schedule performance index · 0.951.00Cost performance index · 1.00

Forecast finish

⁦2026-11-15⁩

46 days behind baseline

ClosureStage ⁦5⁩ of ⁦5⁩

  1. Pre-start · CompletePre-start · Complete
  2. Gate into «Initiation»DecisionConditional goDate20 November 2024Initiation · CompleteInitiation · Complete
  3. Gate into «Planning»DecisionConditional goDate19 January 2025Planning · CompletePlanning · Complete
  4. Gate into «Execution»DecisionGoDate28 April 2025Execution · CompleteExecution · Complete
  5. Gate into «Closure»DecisionGoDate11 August 2026Closure · Current stageClosure · Current stage

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 710K split into spent, committed and left, with the estimate at completion

EAC SAR 710K
Revised request SAR 710K
  • Actual spendSAR 675K
  • Committed, not spentSAR 20K
  • Allotted, uncommittedSAR 0
  • Contingency availableSAR 21.3K

Budget

EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
SAR 610K
Original budgetwhen the first baseline was approved
SAR 710K
Approved budgetafter approved change requests
SAR 710K
Current budgetavailable to spend now
SAR 710K
Revised budgetif the pending changes are approved
SAR 710K

Commitments

CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
SAR 695K
Contracts1 active contract
SAR 580K
Purchase orders⁦2⁩ orders
SAR 115K
Remaining budgetapproved less actual
SAR 35K

Spend & outlook

Actual costSyncedFrom the nightly finance-system syncincluding accruals
SAR 675K
Accrualswork done, not yet invoiced
SAR 27K
Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
SAR 710K
ContingencySAR 14.7K drawn of SAR 36K
SAR 21.3K

Estimated vs approved budget

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

EstimatedSAR 610K
ApprovedSAR 710K
Estimate at completionSAR 710K
Approved is SAR 100K (⁦16.4%⁩) above the estimate
The estimate at completion is SAR 100K (⁦16.4%⁩) above the estimate

From the «project proposal & feasibility study» approved at the approval gate on ⁦2024-11-05⁩ · 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-61017
  • WBS elements⁦5⁩ elements · P-2026-017.01 …
  • Purchase orders⁦2⁩ synced · ⁦0⁩ manual
  • Invoices & certificates⁦13⁩ posted · ⁦0⁩ in approval
Last sync⁦2026-10-28⁩ · 06:00 · succeededNext tonight at 02:00

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 register

Manual 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 14.7K drawn of SAR 36K

  • Covering realised delivery risks⁦2026-08-29⁩SAR 14.7K

Purchase orders

Cost breakdown structure

Every dimension adds up to the same totals

Cost breakdown structure — WBS
ItemBudgetSAR MCommittedSAR MActualSAR MEACSAR MVarianceSAR MConsumption
1Management & governance0.060.060.060.06⁦−0.00⁩
2Analysis & design0.120.120.120.12⁦−0.00⁩
3Build0.280.280.280.28⁦−0.01⁩
4Testing & acceptance0.140.140.140.14⁦−0.00⁩
5Launch & handover0.100.090.070.09⁦+0.01⁩
Unallocated contingency0.020.000.000.01⁦+0.01⁩
Total0.710.700.680.71⁦+0.00⁩

Budget split

WBS

SAR 710K

Budget

  • Management & governanceSAR 55.1K⁦8%⁩
  • Analysis & designSAR 117.1K⁦16%⁩
  • BuildSAR 275.5K⁦39%⁩
  • Testing & acceptanceSAR 137.7K⁦19%⁩
  • Launch & handoverSAR 103.3K⁦15%⁩
  • Unallocated contingencySAR 21.3K⁦3%⁩

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

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

Finish by earned schedule

⁦2027-02-07⁩+130

SPI(t) ⁦0.83⁩ against the approved finish ⁦2026-09-30⁩

Planned valuePV
SAR 710K
The value of the work that should be done by today.
PV
Earned valueEV
SAR 675K
The value of the work actually done, at plan prices.
EV = % complete × BAC
Actual costAC
SAR 675K
What has actually been spent on the work done.
AC
Budget at completionBAC
SAR 710K
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
⁦−0.04⁩ 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
0.95
Work done over work planned; under 1 is behind.
SPI = EV ÷ PV
Estimate at completionEAC
SAR 710K
What the project will cost when it finishes, as forecast.
EAC = BAC ÷ CPI
Estimate to completeETC
SAR 35K
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 710K
  • If the rest goes to planSAR 710K
  • At cost and schedule performanceSAR 711.8K
  • The PM’s bottom-up estimateSAR 710K
  • The performance needed on the rest is below what has been achieved; the budget holds.

Estimate at completion at that performance

SAR 710K

Variance at completion: ⁦+0.00⁩ SAR M

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