Hail Administrative Court Building
Add to watchlistA new 18,000 m² building for the Hail administrative court, with 12 courtrooms and a video-hearing suite.
Budget (BAC)
Actual cost
53% of budget
Progress
Planned 56%
Estimate at completion
SAR +3.2M
SPI · CPI
Forecast finish
12 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control20 November 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate27 September 2024Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate15 January 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate16 March 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionConditional goDate21 April 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate12 May 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate8 July 2025Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate20 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 158M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 83.8M
- Committed, not spentSAR 47.2M
- Allotted, uncommittedSAR 22.3M
- Contingency availableSAR 4.7M
Budget
- Original budgetwhen the first baseline was approved
- SAR 158M
- Approved budgetafter approved change requests
- SAR 158M
- Current budgetavailable to spend now
- SAR 158M
- Revised budgetif the pending changes are approved
- SAR 158M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 131M
- Contracts1 active contract
- SAR 118M
- Purchase orders0 orders
- SAR 13M
- Remaining budgetapproved less actual
- SAR 74.2M
Spend & outlook
- Actual costincluding accruals
- SAR 83.8M
- Accrualswork done, not yet invoiced
- SAR 3.4M
- Estimate at completionthe PM’s bottom-up forecast
- SAR 161.2M
- ContingencySAR 3.2M drawn of SAR 7.9M
- SAR 4.7M
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 3.2M drawn of SAR 7.9M
- Covering realised delivery risks2026-08-29SAR 3.2M
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 | 9.20 | 9.68 | 9.68 | 9.68 | −0.49 | |
| 2Design & permits | 18.39 | 19.37 | 19.37 | 19.37 | −0.98 | |
| 3Civil works | 58.24 | 57.08 | 54.79 | 58.44 | −0.20 | |
| 4MEP works | 45.98 | 30.59 | 0.00 | 48.66 | −2.68 | |
| 5Handover | 21.46 | 14.28 | 0.00 | 22.71 | −1.25 | |
| Unallocated contingency | 4.74 | 0.00 | 0.00 | 2.37 | +2.37 | |
| Total | 158.00 | 131.00 | 83.84 | 161.22 | −3.22 |
Budget split
WBS
SAR 158M
Budget
- Management & governanceSAR 9.2M6%
- Design & permitsSAR 18.4M12%
- Civil worksSAR 58.2M37%
- MEP worksSAR 46M29%
- HandoverSAR 21.5M14%
- Unallocated contingencySAR 4.7M3%
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
0.56
Off track
Schedule performance index
SPI = EV ÷ PV
0.98
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-05-18+445
SPI(t) 0.62 against the approved finish 2027-02-28
- Planned valuePV
- SAR 146.3M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 82.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 83.8M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 158M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −1.68 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −64.14 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.98
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.56
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 161.2M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 77.4M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −3.22 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.02
- 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 161.2M
- If the rest goes to planSAR 159.7M
- At cost and schedule performanceSAR 221.6M
- The PM’s bottom-up estimateSAR 161.2M
- To stay within SAR 158M, cost performance on the rest must rise to 1.02 — above what has been achieved.
Estimate at completion at that performance
SAR 161.2M
Variance at completion: −3.22 SAR M