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Budget (BAC)
Actual cost
64% of budget
Progress
Estimate at completion
SAR +7,000
SPI · CPI
Forecast finish
31 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure27 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 September 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate2 November 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate9 January 2026Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate27 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 320K split into spent, committed and left, with the estimate at completion
- Actual spendSAR 206K
- Committed, not spentSAR 69K
- Allotted, uncommittedSAR 35.4K
- Contingency availableSAR 9,600
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 315K
- Original budgetwhen the first baseline was approved
- SAR 320K
- Approved budgetafter approved change requests
- SAR 320K
- Current budgetavailable to spend now
- SAR 320K
- Revised budgetif the pending changes are approved
- SAR 320K
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 275K
- Contracts1 active contract
- SAR 245K
- Purchase orders1 order
- SAR 30K
- Remaining budgetapproved less actual
- SAR 114K
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 206K
- Accrualswork done, not yet invoiced
- SAR 8,000
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 327K
- ContingencySAR 6,400 drawn of SAR 16K
- SAR 9,600
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 5,000 (1.6%) above the estimate
- The estimate at completion is SAR 12K (3.8%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-08-19 · 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-51027
- WBS elements5 elements · P-2026-027.01 …
- Purchase orders1 synced · 0 manual
- Invoices & certificates6 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 6,400 drawn of SAR 16K
- Covering realised delivery risks2026-08-29SAR 6,400
Purchase orders
- PO-2026-0409Development and testing tool licencesSAR 30KSAR 13.5K 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 | 0.02 | 0.03 | 0.03 | 0.03 | −0.00 | |
| 2Analysis & design | 0.05 | 0.06 | 0.06 | 0.06 | −0.00 | |
| 3Build | 0.12 | 0.12 | 0.12 | 0.12 | −0.00 | |
| 4Testing & acceptance | 0.06 | 0.04 | 0.00 | 0.07 | −0.00 | |
| 5Launch & handover | 0.05 | 0.03 | 0.00 | 0.05 | −0.00 | |
| Unallocated contingency | 0.01 | 0.00 | 0.00 | 0.01 | +0.00 | |
| Total | 0.32 | 0.28 | 0.21 | 0.33 | −0.01 |
Budget split
WBS
SAR 320K
Budget
- Management & governanceSAR 24.8K8%
- Analysis & designSAR 52.8K16%
- BuildSAR 124.2K39%
- Testing & acceptanceSAR 62.1K19%
- Launch & handoverSAR 46.6K15%
- Unallocated contingencySAR 9,6003%
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
0.67
Off track
Schedule performance index
SPI = EV ÷ PV
0.98
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-07-12+193
SPI(t) 0.69 against the approved finish 2026-12-31
- Planned valuePV
- SAR 302K
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 202K
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 206K
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 320K
- 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
- −0.10 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.98
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.67
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 327K
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 121K
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −0.01 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 326.3K
- If the rest goes to planSAR 324K
- At cost and schedule performanceSAR 385.9K
- The PM’s bottom-up estimateSAR 327K
- To stay within SAR 320K, cost performance on the rest must rise to 1.04 — above what has been achieved.
Estimate at completion at that performance
SAR 326.4K
Variance at completion: −0.01 SAR M