Judicial Indicators Dashboard & Performance Measurement
Add to watchlistJudicial and institutional KPIs — time to judgment, appeal outcomes, video hearings — wired to automated scorecards down to circuit level.
Budget (BAC)
Actual cost
76% of budget
Progress
Planned 75%
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control25 October 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate21 March 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionConditional goDate9 July 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate7 September 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionConditional goDate1 October 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate15 October 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate23 November 2025Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate25 October 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 9.8M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 7.4M
- Committed, not spentSAR 1.2M
- Allotted, uncommittedSAR 906K
- Contingency availableSAR 294K
Budget
- Original budgetwhen the first baseline was approved
- SAR 9.8M
- Approved budgetafter approved change requests
- SAR 9.8M
- Current budgetavailable to spend now
- SAR 9.8M
- Revised budgetif the pending changes are approved
- SAR 9.8M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 8.6M
- Contracts0 active contracts
- SAR 0
- Purchase orders0 orders
- SAR 8.6M
- Remaining budgetapproved less actual
- SAR 2.4M
Spend & outlook
- Actual costincluding accruals
- SAR 7.4M
- Accrualswork done, not yet invoiced
- SAR 298K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 9.8M
- ContingencySAR 196K drawn of SAR 490K
- SAR 294K
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 196K drawn of SAR 490K
- Covering realised delivery risks2026-08-29SAR 196K
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 | 0.95 | 0.98 | 0.98 | 0.98 | −0.03 | |
| 2Diagnosis | 1.90 | 1.96 | 1.96 | 1.96 | −0.06 | |
| 3Design | 2.85 | 2.94 | 2.94 | 2.94 | −0.09 | |
| 4Implementation | 2.85 | 2.23 | 1.57 | 2.84 | +0.01 | |
| 5Handover & knowledge transfer | 0.95 | 0.49 | 0.00 | 0.94 | +0.01 | |
| Unallocated contingency | 0.29 | 0.00 | 0.00 | 0.15 | +0.15 | |
| Total | 9.80 | 8.60 | 7.45 | 9.80 | +0.00 |
Budget split
WBS
SAR 9.8M
Budget
- Management & governanceSAR 950.6K10%
- DiagnosisSAR 1.9M19%
- DesignSAR 2.9M29%
- ImplementationSAR 2.9M29%
- Handover & knowledge transferSAR 950.6K10%
- Unallocated contingencySAR 294K3%
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
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
0.79
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-05-16+136
SPI(t) 0.78 against the approved finish 2026-12-31
- Planned valuePV
- SAR 9.4M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 7.4M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 7.4M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 9.8M
- 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
- −1.93 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
- 0.79
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 9.8M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 2.4M
- 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 9.8M
- If the rest goes to planSAR 9.8M
- At cost and schedule performanceSAR 10.4M
- The PM’s bottom-up estimateSAR 9.8M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 9.8M
Variance at completion: +0.00 SAR M