Judicial Data Governance & Master Data
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Budget (BAC)
Actual cost
65% of budget
Progress
Planned 70%
Estimate at completion
SAR +1.1M
SPI · CPI
Forecast finish
18 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control20 October 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate14 February 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate4 June 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 August 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate29 August 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate13 September 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate24 October 2025Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate20 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 21.5M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 14M
- Committed, not spentSAR 2.4M
- Allotted, uncommittedSAR 4.5M
- Contingency availableSAR 645K
Budget
- Original budgetwhen the first baseline was approved
- SAR 21.5M
- Approved budgetafter approved change requests
- SAR 21.5M
- Current budgetavailable to spend now
- SAR 21.5M
- Revised budgetif the pending changes are approved
- SAR 21.5M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 16.4M
- Contracts1 active contract
- SAR 14.2M
- Purchase orders0 orders
- SAR 2.2M
- Remaining budgetapproved less actual
- SAR 7.5M
Spend & outlook
- Actual costincluding accruals
- SAR 14M
- Accrualswork done, not yet invoiced
- SAR 561K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 22.6M
- ContingencySAR 430K drawn of SAR 1.1M
- SAR 645K
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 430K drawn of SAR 1.1M
- Covering realised delivery risks2026-08-29SAR 430K
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 | 1.67 | 1.81 | 1.81 | 1.81 | −0.14 | |
| 2Analysis & design | 3.55 | 3.85 | 3.85 | 3.85 | −0.31 | |
| 3Build | 8.34 | 8.37 | 8.37 | 8.37 | −0.03 | |
| 4Testing & acceptance | 4.17 | 1.35 | 0.00 | 4.73 | −0.56 | |
| 5Launch & handover | 3.13 | 1.02 | 0.00 | 3.55 | −0.42 | |
| Unallocated contingency | 0.65 | 0.00 | 0.00 | 0.32 | +0.32 | |
| Total | 21.50 | 16.40 | 14.03 | 22.63 | −1.13 |
Budget split
WBS
SAR 21.5M
Budget
- Management & governanceSAR 1.7M8%
- Analysis & designSAR 3.5M16%
- BuildSAR 8.3M39%
- Testing & acceptanceSAR 4.2M19%
- Launch & handoverSAR 3.1M15%
- Unallocated contingencySAR 645K3%
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
0.64
Off track
Schedule performance index
SPI = EV ÷ PV
0.95
Watch
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-09-24+267
SPI(t) 0.66 against the approved finish 2026-12-31
- Planned valuePV
- SAR 20.7M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 13.3M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 14M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 21.5M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −0.70 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −7.35 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.95
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.64
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 22.6M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 8.6M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −1.13 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 22.6M
- If the rest goes to planSAR 22.2M
- At cost and schedule performanceSAR 27.4M
- The PM’s bottom-up estimateSAR 22.6M
- To stay within SAR 21.5M, cost performance on the rest must rise to 1.09 — above what has been achieved.
Estimate at completion at that performance
SAR 22.6M
Variance at completion: −1.13 SAR M