Enterprise Risk & Business Continuity Framework
Add to watchlistA risk framework, register and appetite approved by the board, in line with ISO requirements.
Budget (BAC)
Actual cost
96% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate8 January 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate9 March 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate3 June 2025Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate19 July 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 180K split into spent, committed and left, with the estimate at completion
- Actual spendSAR 173K
- Committed, not spentSAR 2,000
- Allotted, uncommittedSAR 0
- Contingency availableSAR 5,400
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 165K
- Original budgetwhen the first baseline was approved
- SAR 180K
- Approved budgetafter approved change requests
- SAR 180K
- Current budgetavailable to spend now
- SAR 180K
- Revised budgetif the pending changes are approved
- SAR 180K
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 175K
- Contracts0 active contracts
- SAR 0
- Purchase orders2 orders
- SAR 175K
- Remaining budgetapproved less actual
- SAR 7,000
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 173K
- Accrualswork done, not yet invoiced
- SAR 7,000
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 173K
- ContingencySAR 3,600 drawn of SAR 9,000
- SAR 5,400
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 15K (9.1%) above the estimate
- The estimate at completion is SAR 8,000 (4.8%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-12-24 · 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-21030
- WBS elements5 elements · P-2026-030.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificatesNo certificates
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 3,600 drawn of SAR 9,000
- Covering realised delivery risks2026-08-29SAR 3,600
Purchase orders
- PO-2025-0633Analytics and dashboard tool licencesSAR 81.7KSAR 81.7K paid
- PO-2025-0520Stakeholder workshops and interviewsSAR 93.4KSAR 93.4K 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 | 0.02 | 0.02 | 0.02 | 0.02 | +0.00 | |
| 2Diagnosis | 0.03 | 0.03 | 0.03 | 0.03 | +0.00 | |
| 3Design | 0.05 | 0.05 | 0.05 | 0.05 | +0.00 | |
| 4Implementation | 0.05 | 0.05 | 0.05 | 0.05 | +0.00 | |
| 5Handover & knowledge transfer | 0.02 | 0.02 | 0.02 | 0.02 | +0.00 | |
| Unallocated contingency | 0.01 | 0.00 | 0.00 | 0.00 | +0.00 | |
| Total | 0.18 | 0.18 | 0.17 | 0.17 | +0.01 |
Budget split
WBS
SAR 180K
Budget
- Management & governanceSAR 17.5K10%
- DiagnosisSAR 34.9K19%
- DesignSAR 52.4K29%
- ImplementationSAR 52.4K29%
- Handover & knowledge transferSAR 17.5K10%
- Unallocated contingencySAR 5,4003%
Cash flow
Planned, committed, actual and forecast
Spend per period
SAR millions
No data to show yet
It appears here once the first value is recorded.
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
1.00
On track
Schedule performance index
SPI = EV ÷ PV
1.04
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2026-08-31
SPI(t) 1.00 against the approved finish 2026-08-31
- Planned valuePV
- SAR 180K
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 180K
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 173K
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 180K
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +0.01 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- +0.00 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.04
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 1.00
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 173K
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 0
- 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
- 0.00
- 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 173K
- If the rest goes to planSAR 173K
- At cost and schedule performanceSAR 173K
- The PM’s bottom-up estimateSAR 173K
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 173K
Variance at completion: +0.01 SAR M