Case & Judgment Archive Digitisation
Add to watchlistScan 4.2 million pages of paper case files and judgments, index them automatically and link them to the case records in Mueen.
Budget (BAC)
Actual cost
6% of budget
Progress
Planned 6%
Estimate at completion
SPI · CPI
Forecast finish
On baseline
PlanningPhase 4 of 11
Next gate:Approval1 August 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate16 January 2026Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate6 May 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 July 2026Planning · Current phasePlanning · Current phase
- Gate into «Approval»DecisionNot held yetDate1 August 2026Approval · Not startedApproval · Not started
- Gate into «Procurement»DecisionNot held yetProcurement · Not startedProcurement · Not started
- Gate into «Execution»DecisionNot held yetExecution · Not startedExecution · Not started
- Gate into «Monitoring & Control»DecisionNot held yetMonitoring & 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 24M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 1.4M
- Committed, not spentSAR 460K
- Allotted, uncommittedSAR 21.4M
- Contingency availableSAR 720K
Budget
- Original budgetwhen the first baseline was approved
- SAR 24M
- Approved budgetafter approved change requests
- SAR 24M
- Current budgetavailable to spend now
- SAR 24M
- Revised budgetif the pending changes are approved
- SAR 24M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 1.9M
- Contracts0 active contracts
- SAR 0
- Purchase orders0 orders
- SAR 1.9M
- Remaining budgetapproved less actual
- SAR 22.6M
Spend & outlook
- Actual costincluding accruals
- SAR 1.4M
- Accrualswork done, not yet invoiced
- SAR 58K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 24M
- ContingencySAR 480K drawn of SAR 1.2M
- SAR 720K
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 480K drawn of SAR 1.2M
- Covering realised delivery risks2026-08-29SAR 480K
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 | 1.86 | 1.45 | 1.44 | 1.87 | −0.01 | |
| 2Analysis & design | 3.96 | 0.08 | 0.00 | 4.02 | −0.07 | |
| 3Build | 9.31 | 0.20 | 0.00 | 9.47 | −0.15 | |
| 4Testing & acceptance | 4.66 | 0.10 | 0.00 | 4.73 | −0.08 | |
| 5Launch & handover | 3.49 | 0.07 | 0.00 | 3.55 | −0.06 | |
| Unallocated contingency | 0.72 | 0.00 | 0.00 | 0.36 | +0.36 | |
| Total | 24.00 | 1.90 | 1.44 | 24.00 | +0.00 |
Budget split
WBS
SAR 24M
Budget
- Management & governanceSAR 1.9M8%
- Analysis & designSAR 4M16%
- BuildSAR 9.3M39%
- Testing & acceptanceSAR 4.7M19%
- Launch & handoverSAR 3.5M15%
- Unallocated contingencySAR 720K3%
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
0.48
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-10-03+278
SPI(t) 0.66 against the approved finish 2027-12-30
- Planned valuePV
- SAR 3M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 1.4M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 1.4M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 24M
- 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
- −1.59 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.00
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.48
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 24M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 22.6M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +0.00 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.00
- 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 24M
- If the rest goes to planSAR 24M
- At cost and schedule performanceSAR 48.9M
- The PM’s bottom-up estimateSAR 24M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 24M
Variance at completion: +0.00 SAR M