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Budget (BAC)
Actual cost
95% of budget
Progress
Planned 100%
Estimate at completion
SPI · CPI
Forecast finish
46 days behind baseline
HandoverPhase 9 of 11
Next gate:Closure30 September 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate2 August 2024Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionConditional goDate20 November 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate19 January 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate19 February 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate10 March 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionConditional goDate28 April 2025Execution · CompleteExecution · Complete
- Gate into «Monitoring & Control»DecisionGoDate5 July 2026Monitoring & Control · CompleteMonitoring & Control · Complete
- Gate into «Handover»DecisionGoDate11 August 2026Handover · Current phaseHandover · Current phase
- Gate into «Closure»DecisionNot held yetDate30 September 2026Closure · 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 14.2M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 13.5M
- Committed, not spentSAR 410K
- Allotted, uncommittedSAR 0
- Contingency availableSAR 426K
Budget
- Original budgetwhen the first baseline was approved
- SAR 14.2M
- Approved budgetafter approved change requests
- SAR 14.2M
- Current budgetavailable to spend now
- SAR 14.2M
- Revised budgetif the pending changes are approved
- SAR 14.2M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 13.9M
- Contracts1 active contract
- SAR 11.6M
- Purchase orders0 orders
- SAR 2.3M
- Remaining budgetapproved less actual
- SAR 710K
Spend & outlook
- Actual costincluding accruals
- SAR 13.5M
- Accrualswork done, not yet invoiced
- SAR 540K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 14.2M
- ContingencySAR 284K drawn of SAR 710K
- SAR 426K
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 284K drawn of SAR 710K
- Covering realised delivery risks2026-08-29SAR 284K
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 | 1.10 | 1.14 | 1.14 | 1.14 | −0.03 | |
| 2Analysis & design | 2.34 | 2.41 | 2.41 | 2.41 | −0.07 | |
| 3Build | 5.51 | 5.68 | 5.68 | 5.68 | −0.17 | |
| 4Testing & acceptance | 2.75 | 2.84 | 2.84 | 2.84 | −0.09 | |
| 5Launch & handover | 2.07 | 1.83 | 1.42 | 1.91 | +0.15 | |
| Unallocated contingency | 0.43 | 0.00 | 0.00 | 0.21 | +0.21 | |
| Total | 14.20 | 13.90 | 13.49 | 14.20 | +0.00 |
Budget split
WBS
SAR 14.2M
Budget
- Management & governanceSAR 1.1M8%
- Analysis & designSAR 2.3M16%
- BuildSAR 5.5M39%
- Testing & acceptanceSAR 2.8M19%
- Launch & handoverSAR 2.1M15%
- Unallocated contingencySAR 426K3%
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
0.95
On track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-02-07+130
SPI(t) 0.83 against the approved finish 2026-09-30
- Planned valuePV
- SAR 14.2M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 13.5M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 13.5M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 14.2M
- 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
- −0.71 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
- 0.95
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 14.2M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 710K
- 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 14.2M
- If the rest goes to planSAR 14.2M
- At cost and schedule performanceSAR 14.2M
- The PM’s bottom-up estimateSAR 14.2M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 14.2M
Variance at completion: +0.00 SAR M