Enterprise Resource Planning (ERP) System
Remove from watchlistOne integrated system for finance, procurement and HR, connected to the Etimad platform.
Budget (BAC)
Actual cost
69% of budget
Progress
Planned 74%
Estimate at completion
SAR +8.8M
SPI · CPI
Forecast finish
58 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control21 September 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate26 July 2024Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionConditional goDate13 November 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate12 January 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate17 February 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate10 March 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionConditional goDate7 May 2025Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate21 September 2026Monitoring & Control · Not startedMonitoring & Control · Not started
- Gate into «Handover»DecisionNot held yetHandover · Not startedHandover · Not started
- Gate into «Closure»DecisionNot held yetClosure · Not startedClosure · Not started
- Gate into «Benefits Realization»DecisionNot held yetBenefits Realization · Not startedBenefits Realization · 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 64.5M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 44.7M
- Committed, not spentSAR 7.7M
- Allotted, uncommittedSAR 10.2M
- Contingency availableSAR 1.9M
Budget
- Original budgetwhen the first baseline was approved
- SAR 64.5M
- Approved budgetafter approved change requests
- SAR 64.5M
- Current budgetavailable to spend now
- SAR 64.5M
- Revised budgetif the pending changes are approved
- SAR 71.3M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 52.4M
- Contracts1 active contract
- SAR 41.2M
- Purchase orders0 orders
- SAR 11.2M
- Remaining budgetapproved less actual
- SAR 19.8M
Spend & outlook
- Actual costincluding accruals
- SAR 44.7M
- Accrualswork done, not yet invoiced
- SAR 1.8M
- Estimate at completionthe PM’s bottom-up forecast
- SAR 73.3M
- ContingencySAR 1.3M drawn of SAR 3.2M
- SAR 1.9M
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 1.3M drawn of SAR 3.2M
- Covering realised delivery risks2026-08-29SAR 1.3M
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 | 5.01 | 5.86 | 5.86 | 5.86 | −0.86 | |
| 2Analysis & design | 10.64 | 12.46 | 12.46 | 12.46 | −1.82 | |
| 3Build | 25.03 | 26.39 | 26.39 | 26.39 | −1.36 | |
| 4Testing & acceptance | 12.51 | 4.39 | 0.00 | 15.78 | −3.27 | |
| 5Launch & handover | 9.38 | 3.30 | 0.00 | 11.84 | −2.45 | |
| Unallocated contingency | 1.94 | 0.00 | 0.00 | 0.97 | +0.97 | |
| Total | 64.50 | 52.40 | 44.71 | 73.30 | −8.80 |
Budget split
WBS
SAR 64.5M
Budget
- Management & governanceSAR 5M8%
- Analysis & designSAR 10.6M16%
- BuildSAR 25M39%
- Testing & acceptanceSAR 12.5M19%
- Launch & handoverSAR 9.4M15%
- Unallocated contingencySAR 1.9M3%
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
0.62
Off track
Schedule performance index
SPI = EV ÷ PV
0.88
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-03-04+429
SPI(t) 0.63 against the approved finish 2026-12-31
- Planned valuePV
- SAR 63.2M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 39.3M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 44.7M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 64.5M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −5.37 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −23.89 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.88
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.62
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 73.3M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 28.6M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −8.80 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.27
- 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 73.3M
- If the rest goes to planSAR 69.9M
- At cost and schedule performanceSAR 90.6M
- The PM’s bottom-up estimateSAR 73.3M
- To stay within SAR 64.5M, cost performance on the rest must rise to 1.27 — above what has been achieved.
Estimate at completion at that performance
SAR 73.3M
Variance at completion: −8.80 SAR M