Change Management for the Digital Judiciary
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Budget (BAC)
Actual cost
64% of budget
Progress
Planned 72%
Estimate at completion
SAR +131K
SPI · CPI
Forecast finish
31 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control2 November 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate16 May 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate3 September 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate2 November 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate23 November 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionConditional goDate6 December 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate9 January 2026Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate2 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 6.4M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 4.1M
- Committed, not spentSAR 1.4M
- Allotted, uncommittedSAR 708K
- Contingency availableSAR 192K
Budget
- Original budgetwhen the first baseline was approved
- SAR 6.4M
- Approved budgetafter approved change requests
- SAR 6.4M
- Current budgetavailable to spend now
- SAR 6.4M
- Revised budgetif the pending changes are approved
- SAR 6.4M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 5.5M
- Contracts1 active contract
- SAR 4.9M
- Purchase orders0 orders
- SAR 600K
- Remaining budgetapproved less actual
- SAR 2.3M
Spend & outlook
- Actual costincluding accruals
- SAR 4.1M
- Accrualswork done, not yet invoiced
- SAR 165K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 6.5M
- ContingencySAR 128K drawn of SAR 320K
- SAR 192K
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 128K drawn of SAR 320K
- Covering realised delivery risks2026-08-29SAR 128K
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 | 0.62 | 0.65 | 0.65 | 0.65 | −0.03 | |
| 2Diagnosis | 1.24 | 1.31 | 1.31 | 1.31 | −0.06 | |
| 3Design | 1.86 | 1.96 | 1.96 | 1.96 | −0.10 | |
| 4Implementation | 1.86 | 1.21 | 0.20 | 1.89 | −0.02 | |
| 5Handover & knowledge transfer | 0.62 | 0.38 | 0.00 | 0.63 | −0.01 | |
| Unallocated contingency | 0.19 | 0.00 | 0.00 | 0.10 | +0.10 | |
| Total | 6.40 | 5.50 | 4.11 | 6.53 | −0.13 |
Budget split
WBS
SAR 6.4M
Budget
- Management & governanceSAR 620.8K10%
- DiagnosisSAR 1.2M19%
- DesignSAR 1.9M29%
- ImplementationSAR 1.9M29%
- Handover & knowledge transferSAR 620.8K10%
- Unallocated contingencySAR 192K3%
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
0.67
Off track
Schedule performance index
SPI = EV ÷ PV
0.98
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-07-13+194
SPI(t) 0.69 against the approved finish 2026-12-31
- Planned valuePV
- SAR 6M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 4M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 4.1M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 6.4M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −0.08 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −2.01 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
- 0.67
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 6.5M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 2.4M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −0.13 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 6.5M
- If the rest goes to planSAR 6.5M
- At cost and schedule performanceSAR 7.7M
- The PM’s bottom-up estimateSAR 6.5M
- To stay within SAR 6.4M, cost performance on the rest must rise to 1.04 — above what has been achieved.
Estimate at completion at that performance
SAR 6.5M
Variance at completion: −0.13 SAR M