Court Appointment Booking Service
Add to watchlistOne booking service for beneficiary desks in the courts, with reminders and instant feedback.
Budget (BAC)
Actual cost
97% of budget
Progress
Planned 100%
Estimate at completion
SPI · CPI
Forecast finish
20 days behind baseline
Benefits RealizationPhase 11 of 11
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate20 October 2023Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate7 February 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate7 April 2024Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate29 April 2024Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate13 May 2024Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate18 June 2024Execution · CompleteExecution · Complete
- Gate into «Monitoring & Control»DecisionGoDate28 April 2025Monitoring & Control · CompleteMonitoring & Control · Complete
- Gate into «Handover»DecisionGoDate25 May 2025Handover · CompleteHandover · Complete
- Gate into «Closure»DecisionGoDate30 June 2025Closure · CompleteClosure · Complete
- Gate into «Benefits Realization»DecisionGoDate29 August 2025Benefits Realization · Current phaseBenefits Realization · Current phase
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 8.2M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 8M
- Committed, not spentSAR 39K
- Allotted, uncommittedSAR 0
- Contingency availableSAR 246K
Budget
- Original budgetwhen the first baseline was approved
- SAR 8.2M
- Approved budgetafter approved change requests
- SAR 8.2M
- Current budgetavailable to spend now
- SAR 8.2M
- Revised budgetif the pending changes are approved
- SAR 8.2M
Commitments
- Commitmentssigned contracts and purchase orders
- SAR 8M
- Contracts1 active contract
- SAR 6.9M
- Purchase orders0 orders
- SAR 1.1M
- Remaining budgetapproved less actual
- SAR 239K
Spend & outlook
- Actual costincluding accruals
- SAR 8M
- Accrualswork done, not yet invoiced
- SAR 318K
- Estimate at completionthe PM’s bottom-up forecast
- SAR 8M
- ContingencySAR 164K drawn of SAR 410K
- SAR 246K
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 164K drawn of SAR 410K
- Covering realised delivery risks2026-08-29SAR 164K
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 | 0.64 | 0.64 | 0.64 | 0.61 | +0.02 | |
| 2Analysis & design | 1.35 | 1.36 | 1.35 | 1.33 | +0.02 | |
| 3Build | 3.18 | 3.19 | 3.18 | 3.16 | +0.02 | |
| 4Testing & acceptance | 1.59 | 1.60 | 1.59 | 1.57 | +0.02 | |
| 5Launch & handover | 1.19 | 1.20 | 1.19 | 1.17 | +0.02 | |
| Unallocated contingency | 0.25 | 0.00 | 0.00 | 0.12 | +0.12 | |
| Total | 8.20 | 8.00 | 7.96 | 7.96 | +0.24 |
Budget split
WBS
SAR 8.2M
Budget
- Management & governanceSAR 636.3K8%
- Analysis & designSAR 1.4M16%
- BuildSAR 3.2M39%
- Testing & acceptanceSAR 1.6M19%
- Launch & handoverSAR 1.2M15%
- Unallocated contingencySAR 246K3%
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
1.00
On track
Schedule performance index
SPI = EV ÷ PV
1.03
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2025-07-30+30
SPI(t) 0.94 against the approved finish 2025-06-30
- Planned valuePV
- SAR 8.2M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 8.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 8M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 8.2M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +0.24 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- +0.00 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.03
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 1.00
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 8M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 0
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +0.24 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.00
- 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 8M
- If the rest goes to planSAR 8M
- At cost and schedule performanceSAR 8M
- The PM’s bottom-up estimateSAR 8M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 8M
Variance at completion: +0.24 SAR M