Buraydah Administrative Courts Complex
Remove from watchlistA complex for the Qassim administrative and appeal courts, with 30 courtrooms.
Budget (BAC)
Actual cost
46% of budget
Progress
Planned 55%
Estimate at completion
SAR +18.2M
SPI · CPI
Forecast finish
64 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control29 December 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate15 December 2023Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate3 April 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate2 June 2024Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate27 July 2024Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate28 August 2024Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionConditional goDate24 November 2024Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate29 December 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 345M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 159.8M
- Committed, not spentSAR 156.2M
- Allotted, uncommittedSAR 18.7M
- Contingency availableSAR 10.4M
Budget
- Original budgetwhen the first baseline was approved
- SAR 345M
- Approved budgetafter approved change requests
- SAR 345M
- Current budgetavailable to spend now
- SAR 345M
- Revised budgetif the pending changes are approved
- SAR 353.4M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 316M
- Contracts2 active contracts
- SAR 307.4M
- Purchase orders0 orders
- SAR 8.6M
- Remaining budgetapproved less actual
- SAR 185.2M
Spend & outlook
- Actual costincluding accruals
- SAR 159.8M
- Accrualswork done, not yet invoiced
- SAR 6.4M
- Estimate at completionthe PM’s bottom-up forecast
- SAR 363.2M
- ContingencySAR 6.9M drawn of SAR 17.3M
- SAR 10.4M
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 6.9M drawn of SAR 17.3M
- Covering realised delivery risks2026-08-29SAR 6.9M
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 | 20.08 | 21.81 | 21.81 | 21.81 | −1.73 | |
| 2Design & permits | 40.16 | 43.61 | 43.61 | 43.61 | −3.45 | |
| 3Civil works | 127.17 | 122.83 | 94.37 | 130.47 | −3.31 | |
| 4MEP works | 100.40 | 87.11 | 0.00 | 110.52 | −10.12 | |
| 5Handover | 46.85 | 40.65 | 0.00 | 51.58 | −4.72 | |
| Unallocated contingency | 10.35 | 0.00 | 0.00 | 5.18 | +5.18 | |
| Total | 345.00 | 316.00 | 159.79 | 363.16 | −18.16 |
Budget split
WBS
SAR 345M
Budget
- Management & governanceSAR 20.1M6%
- Design & permitsSAR 40.2M12%
- Civil worksSAR 127.2M37%
- MEP worksSAR 100.4M29%
- HandoverSAR 46.9M14%
- Unallocated contingencySAR 10.4M3%
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
0.49
Off track
Schedule performance index
SPI = EV ÷ PV
0.95
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-08-30+822
SPI(t) 0.57 against the approved finish 2027-05-31
- Planned valuePV
- SAR 310.9M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 151.8M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 159.8M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 345M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −7.99 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −159.14 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
- 0.49
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 363.2M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 203.4M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −18.16 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.04
- 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 363.2M
- If the rest goes to planSAR 353M
- At cost and schedule performanceSAR 576.4M
- The PM’s bottom-up estimateSAR 363.2M
- To stay within SAR 345M, cost performance on the rest must rise to 1.04 — above what has been achieved.
Estimate at completion at that performance
SAR 363.2M
Variance at completion: −18.16 SAR M