The Chamber’s Investment Building — Business Tower on King Fahd Road
Remove from watchlistA 22-storey office tower on chamber-owned land to diversify non-membership revenue; the foundations of axes 12–16 face high groundwater.
Budget (BAC)
Actual cost
46% of budget
Progress
Estimate at completion
SAR +908K
SPI · CPI
Forecast finish
64 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure5 March 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 April 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate2 June 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate24 November 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate5 March 2027Closure · 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 17.3M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 8M
- Committed, not spentSAR 7.8M
- Allotted, uncommittedSAR 932.5K
- Contingency availableSAR 517.5K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 16.4M
- Original budgetwhen the first baseline was approved
- SAR 17.3M
- Approved budgetafter approved change requests
- SAR 17.3M
- Current budgetavailable to spend now
- SAR 17.3M
- Revised budgetif the pending changes are approved
- SAR 17.7M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 15.8M
- Contracts2 active contracts
- SAR 15.4M
- Purchase orders3 orders
- SAR 430K
- Remaining budgetapproved less actual
- SAR 9.3M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 8M
- Accrualswork done, not yet invoiced
- SAR 320K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 18.2M
- ContingencySAR 345.5K drawn of SAR 863K
- SAR 517.5K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 860K (5.2%) above the estimate
- The estimate at completion is SAR 1.8M (10.8%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-03-19 · 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-90020
- WBS elements5 elements · P-2026-020.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates36 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 345.5K drawn of SAR 863K
- Covering realised delivery risks2026-08-29SAR 345.5K
Purchase orders
- PO-2026-0376Display and audio systems for the training and committee hallsSAR 129KSAR 58.1K paid
- PO-2025-0263Office and training-hall furniture and fit-outSAR 206.4KSAR 206.4K paid
- PO-2024-0940Materials and soil laboratory testsSAR 94.6KSAR 94.6K 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 | 1.00 | 1.09 | 1.09 | 1.09 | −0.09 | |
| 2Design & permits | 2.01 | 2.18 | 2.18 | 2.18 | −0.17 | |
| 3Civil works | 6.36 | 6.14 | 4.72 | 6.52 | −0.16 | |
| 4MEP works | 5.02 | 4.36 | 0.00 | 5.53 | −0.51 | |
| 5Handover | 2.34 | 2.03 | 0.00 | 2.58 | −0.24 | |
| Unallocated contingency | 0.52 | 0.00 | 0.00 | 0.26 | +0.26 | |
| Total | 17.25 | 15.80 | 7.99 | 18.16 | −0.91 |
Budget split
WBS
SAR 17.3M
Budget
- Management & governanceSAR 1M6%
- Design & permitsSAR 2M12%
- Civil worksSAR 6.4M37%
- MEP worksSAR 5M29%
- HandoverSAR 2.3M14%
- Unallocated contingencySAR 517.5K3%
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
0.49
Off track
Schedule performance index
SPI = EV ÷ PV
0.95
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-08-30+822
SPI(t) 0.57 against the approved finish 2027-05-31
- Planned valuePV
- SAR 15.5M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 7.6M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 8M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 17.3M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −0.40 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −7.96 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
- 0.49
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 18.2M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 10.2M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −0.91 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.04
- 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 18.2M
- If the rest goes to planSAR 17.6M
- At cost and schedule performanceSAR 28.8M
- The PM’s bottom-up estimateSAR 18.2M
- To stay within SAR 17.3M, cost performance on the rest must rise to 1.04 — above what has been achieved.
Estimate at completion at that performance
SAR 18.2M
Variance at completion: −0.91 SAR M