Judges & Judicial Staff Academy
Add to watchlistDevelopment tracks for new judges, clerks and leaders with accredited academic partners.
Budget (BAC)
Actual cost
4% of budget
Progress
Planned 4%
Estimate at completion
SPI · CPI
Forecast finish
On baseline
PlanningPhase 4 of 11
Next gate:Approval10 September 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate27 February 2026Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionConditional goDate17 June 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate16 August 2026Planning · Current phasePlanning · Current phase
- Gate into «Approval»DecisionNot held yetDate10 September 2026Approval · Not startedApproval · Not started
- Gate into «Procurement»DecisionNot held yetProcurement · Not startedProcurement · Not started
- Gate into «Execution»DecisionNot held yetExecution · 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 7.5M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 300K
- Committed, not spentSAR 600K
- Allotted, uncommittedSAR 6.4M
- Contingency availableSAR 225K
Budget
- Original budgetwhen the first baseline was approved
- SAR 7.5M
- Approved budgetafter approved change requests
- SAR 7.5M
- Current budgetavailable to spend now
- SAR 7.5M
- Revised budgetif the pending changes are approved
- SAR 7.5M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 900K
- Contracts0 active contracts
- SAR 0
- Purchase orders0 orders
- SAR 900K
- Remaining budgetapproved less actual
- SAR 7.2M
Spend & outlook
- Actual costincluding accruals
- SAR 300K
- Accrualswork done, not yet invoiced
- SAR 12K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 7.5M
- ContingencySAR 150K drawn of SAR 375K
- SAR 225K
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 150K drawn of SAR 375K
- Covering realised delivery risks2026-08-29SAR 150K
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 | 0.58 | 0.32 | 0.30 | 0.59 | −0.00 | |
| 2Analysis & design | 1.24 | 0.11 | 0.00 | 1.26 | −0.02 | |
| 3Build | 2.91 | 0.25 | 0.00 | 2.96 | −0.05 | |
| 4Testing & acceptance | 1.46 | 0.13 | 0.00 | 1.48 | −0.02 | |
| 5Launch & handover | 1.09 | 0.09 | 0.00 | 1.11 | −0.02 | |
| Unallocated contingency | 0.23 | 0.00 | 0.00 | 0.11 | +0.11 | |
| Total | 7.50 | 0.90 | 0.30 | 7.50 | +0.00 |
Budget split
WBS
SAR 7.5M
Budget
- Management & governanceSAR 582K8%
- Analysis & designSAR 1.2M16%
- BuildSAR 2.9M39%
- Testing & acceptanceSAR 1.5M19%
- Launch & handoverSAR 1.1M15%
- Unallocated contingencySAR 225K3%
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
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-08-23+236
SPI(t) 0.68 against the approved finish 2027-12-31
- Planned valuePV
- SAR 618K
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 300K
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 300K
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 7.5M
- 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
- −0.32 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
- 0.49
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 7.5M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 7.2M
- 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 7.5M
- If the rest goes to planSAR 7.5M
- At cost and schedule performanceSAR 15.1M
- The PM’s bottom-up estimateSAR 7.5M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 7.5M
Variance at completion: +0.00 SAR M