Asir Administrative Court of Appeal Complex
Add to watchlistA 120,000 m² complex for the administrative court of appeal serving Asir, Jazan, Najran and Al-Baha.
Budget (BAC)
Actual cost
2% of budget
Progress
Planned 2%
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ProcurementPhase 6 of 11
Next gate:Execution12 September 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate17 October 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate4 February 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 April 2026Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate25 May 2026Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate24 June 2026Procurement · Current phaseProcurement · Current phase
- Gate into «Execution»DecisionNot held yetDate12 September 2026Execution · Not startedExecution · Not started
- Gate into «Monitoring & Control»DecisionNot held yetMonitoring & 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 520M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 10.4M
- Committed, not spentSAR 2.1M
- Allotted, uncommittedSAR 491.9M
- Contingency availableSAR 15.6M
Budget
- Original budgetwhen the first baseline was approved
- SAR 520M
- Approved budgetafter approved change requests
- SAR 520M
- Current budgetavailable to spend now
- SAR 520M
- Revised budgetif the pending changes are approved
- SAR 520M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 12.5M
- Contracts0 active contracts
- SAR 0
- Purchase orders0 orders
- SAR 12.5M
- Remaining budgetapproved less actual
- SAR 509.6M
Spend & outlook
- Actual costincluding accruals
- SAR 10.4M
- Accrualswork done, not yet invoiced
- SAR 416K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 520M
- ContingencySAR 10.4M drawn of SAR 26M
- SAR 15.6M
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 10.4M drawn of SAR 26M
- Covering realised delivery risks2026-08-29SAR 10.4M
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 | 30.26 | 10.49 | 10.40 | 30.58 | −0.31 | |
| 2Design & permits | 60.53 | 0.26 | 0.00 | 61.48 | −0.96 | |
| 3Civil works | 191.67 | 0.82 | 0.00 | 194.70 | −3.03 | |
| 4MEP works | 151.32 | 0.64 | 0.00 | 153.71 | −2.39 | |
| 5Handover | 70.62 | 0.30 | 0.00 | 71.73 | −1.12 | |
| Unallocated contingency | 15.60 | 0.00 | 0.00 | 7.80 | +7.80 | |
| Total | 520.00 | 12.50 | 10.40 | 520.00 | +0.00 |
Budget split
WBS
SAR 520M
Budget
- Management & governanceSAR 30.3M6%
- Design & permitsSAR 60.5M12%
- Civil worksSAR 191.7M37%
- MEP worksSAR 151.3M29%
- HandoverSAR 70.6M14%
- Unallocated contingencySAR 15.6M3%
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
0.17
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2033-04-04+1,555
SPI(t) 0.39 against the approved finish 2028-12-31
- Planned valuePV
- SAR 60.3M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 10.4M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 10.4M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 520M
- 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
- −49.87 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
- 0.17
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 520M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 509.6M
- 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 520M
- If the rest goes to planSAR 520M
- At cost and schedule performanceSAR 3B
- The PM’s bottom-up estimateSAR 520M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 520M
Variance at completion: +0.00 SAR M