Execution Plan for the BOG 2030 Strategy
Add to watchlistTurning the Board of Grievances 2030 strategy into portfolios, initiatives and KPIs, aligned with Saudi Vision 2030.
Budget (BAC)
Actual cost
70% of budget
Progress
Planned 68%
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control13 November 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate14 November 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate4 March 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 May 2026Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate14 May 2026Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate21 May 2026Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate8 June 2026Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate13 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 3.2M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 2.2M
- Committed, not spentSAR 760K
- Allotted, uncommittedSAR 104K
- Contingency availableSAR 96K
Budget
- Original budgetwhen the first baseline was approved
- SAR 3.2M
- Approved budgetafter approved change requests
- SAR 3.2M
- Current budgetavailable to spend now
- SAR 3.2M
- Revised budgetif the pending changes are approved
- SAR 3.2M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 3M
- Contracts1 active contract
- SAR 2.9M
- Purchase orders0 orders
- SAR 100K
- Remaining budgetapproved less actual
- SAR 960K
Spend & outlook
- Actual costincluding accruals
- SAR 2.2M
- Accrualswork done, not yet invoiced
- SAR 90K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 3.2M
- ContingencySAR 64K drawn of SAR 160K
- SAR 96K
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 64K drawn of SAR 160K
- Covering realised delivery risks2026-08-29SAR 64K
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 | 0.31 | 0.32 | 0.32 | 0.32 | −0.01 | |
| 2Diagnosis | 0.62 | 0.64 | 0.64 | 0.64 | −0.02 | |
| 3Design | 0.93 | 0.96 | 0.96 | 0.96 | −0.03 | |
| 4Implementation | 0.93 | 0.83 | 0.32 | 0.93 | +0.01 | |
| 5Handover & knowledge transfer | 0.31 | 0.26 | 0.00 | 0.31 | +0.00 | |
| Unallocated contingency | 0.10 | 0.00 | 0.00 | 0.05 | +0.05 | |
| Total | 3.20 | 3.00 | 2.24 | 3.20 | +0.00 |
Budget split
WBS
SAR 3.2M
Budget
- Management & governanceSAR 310.4K10%
- DiagnosisSAR 620.8K19%
- DesignSAR 931.2K29%
- ImplementationSAR 931.2K29%
- Handover & knowledge transferSAR 310.4K10%
- Unallocated contingencySAR 96K3%
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
0.83
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-01-24+40
SPI(t) 0.85 against the approved finish 2026-12-15
- Planned valuePV
- SAR 2.7M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 2.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 2.2M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 3.2M
- 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
- −0.46 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
- 0.83
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 3.2M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 960K
- 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 3.2M
- If the rest goes to planSAR 3.2M
- At cost and schedule performanceSAR 3.4M
- The PM’s bottom-up estimateSAR 3.2M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 3.2M
Variance at completion: +0.00 SAR M