Jeddah Administrative Courts Complex
Remove from watchlistA new complex for the Jeddah administrative and appeal courts, with 40 courtrooms and offices for the judicial circuits.
Budget (BAC)
Actual cost
44% of budget
Progress
Planned 50%
Estimate at completion
SAR +35.3M
SPI · CPI
Forecast finish
95 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control19 November 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate15 March 2024Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionConditional goDate3 July 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate1 September 2024Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate18 October 2024Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate15 November 2024Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate30 January 2025Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate19 November 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 286M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 125.3M
- Committed, not spentSAR 128.7M
- Allotted, uncommittedSAR 23.4M
- Contingency availableSAR 8.6M
Budget
- Original budgetwhen the first baseline was approved
- SAR 276.4M
- Approved budgetafter approved change requests
- SAR 286M
- Current budgetavailable to spend now
- SAR 286M
- Revised budgetif the pending changes are approved
- SAR 308.5M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 254M
- Contracts2 active contracts
- SAR 248.8M
- Purchase orders0 orders
- SAR 5.2M
- Remaining budgetapproved less actual
- SAR 160.7M
Spend & outlook
- Actual costincluding accruals
- SAR 125.3M
- Accrualswork done, not yet invoiced
- SAR 5M
- Estimate at completionthe PM’s bottom-up forecast
- SAR 321.3M
- ContingencySAR 5.7M drawn of SAR 14.3M
- SAR 8.6M
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 5.7M drawn of SAR 14.3M
- Covering realised delivery risks2026-08-29SAR 5.7M
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 | 16.65 | 19.27 | 19.27 | 19.27 | −2.62 | |
| 2Design & permits | 33.29 | 38.54 | 38.54 | 38.54 | −5.25 | |
| 3Civil works | 105.42 | 98.01 | 67.52 | 112.95 | −7.53 | |
| 4MEP works | 83.23 | 66.95 | 0.00 | 99.76 | −16.53 | |
| 5Handover | 38.84 | 31.24 | 0.00 | 46.55 | −7.71 | |
| Unallocated contingency | 8.58 | 0.00 | 0.00 | 4.29 | +4.29 | |
| Total | 286.00 | 254.00 | 125.33 | 321.35 | −35.35 |
Budget split
WBS
SAR 286M
Budget
- Management & governanceSAR 16.6M6%
- Design & permitsSAR 33.3M12%
- Civil worksSAR 105.4M37%
- MEP worksSAR 83.2M29%
- HandoverSAR 38.8M14%
- Unallocated contingencySAR 8.6M3%
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
0.42
Off track
Schedule performance index
SPI = EV ÷ PV
0.89
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-09-27+911
SPI(t) 0.51 against the approved finish 2027-03-31
- Planned valuePV
- SAR 266.1M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 111.5M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 125.3M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 286M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −13.79 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −154.54 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.89
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.42
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 321.3M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 196M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −35.35 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.09
- 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 321.3M
- If the rest goes to planSAR 299.8M
- At cost and schedule performanceSAR 592.9M
- The PM’s bottom-up estimateSAR 321.3M
- To stay within SAR 286M, cost performance on the rest must rise to 1.09 — above what has been achieved.
Estimate at completion at that performance
SAR 321.3M
Variance at completion: −35.35 SAR M