SCA Headquarters, Riyadh
Remove from watchlistA 210,000 m² campus in Al-Malqa housing the Authority’s offices, the contractors’ service hall and the conference & exhibition building in six linked buildings, with multi-storey parking.
Budget (BAC)
Actual cost
45% of budget
Progress
Estimate at completion
SAR +88.8M
SPI · CPI
Forecast finish
74 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure25 March 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 January 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 March 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate13 September 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate25 March 2027Closure · Not startedClosure · 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 1.2B split into spent, committed and left, with the estimate at completion
- Actual spendSAR 532.9M
- Committed, not spentSAR 563.5M
- Allotted, uncommittedSAR 48.2M
- Contingency availableSAR 35.4M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 1.1B
- Original budgetwhen the first baseline was approved
- SAR 1.1B
- Approved budgetafter approved change requests
- SAR 1.2B
- Current budgetavailable to spend now
- SAR 1.2B
- Revised budgetif the pending changes are approved
- SAR 1.2B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 1.1B
- Contracts2 active contracts
- SAR 1.1B
- Purchase orders3 orders
- SAR 11.1M
- Remaining budgetapproved less actual
- SAR 647.1M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 532.9M
- Accrualswork done, not yet invoiced
- SAR 21.3M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 1.3B
- ContingencySAR 23.6M drawn of SAR 59M
- SAR 35.4M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 129.8M (12.4%) above the estimate
- The estimate at completion is SAR 218.6M (20.8%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2023-12-19 · The gap between estimated and approved comes from the scope update and the change requests approved after the approval gate.
ERP link — data readiness
The link keys are ready for the finance-system sync; Munjaz follows the project and does not replace the accounting system
- Cost centreCC-71002
- WBS elements5 elements · P-2026-002.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates47 posted · 1 in approval
Where each figure comes from
- EstimatedManualFrom the project proposal — not from the finance system
- CommitmentsSyncedFrom the nightly finance-system sync
- Actual costSyncedFrom the nightly finance-system sync
- Estimate at completionManualThe project manager’s estimate — not from the finance system
Once the link is live, synced figures are read from the finance system; manual updates stay available to the same roles and are logged.
Purchase-order registerManual edit log
Every manual update — who, when, why and from which source
No manual edits on this project
All its figures come from the finance-system sync. Finance & procurement — and the project manager, for the estimate at completion — can update them by hand.
Budget bridge
From the original to the revised request
- Total
- Increase
- Decrease
Contingency draw-downs
SAR 23.6M drawn of SAR 59M
- Covering realised delivery risks2026-08-29SAR 23.6M
Purchase orders
- PO-2026-0500Display and audio systems for the training and test hallsSAR 3.3MSAR 1.5M paid
- PO-2025-0387Office and training-hall furniture and fit-outSAR 5.3MSAR 5.3M paid
- PO-2024-0274Materials and soil laboratory testsSAR 2.4MSAR 2.4M paid
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 | 68.68 | 76.24 | 76.24 | 76.24 | −7.56 | |
| 2Design & permits | 137.35 | 152.48 | 152.48 | 152.48 | −15.12 | |
| 3Civil works | 434.95 | 420.34 | 304.19 | 452.23 | −17.28 | |
| 4MEP works | 343.38 | 305.01 | 0.00 | 388.76 | −45.38 | |
| 5Handover | 160.24 | 142.34 | 0.00 | 181.42 | −21.18 | |
| Unallocated contingency | 35.40 | 0.00 | 0.00 | 17.70 | +17.70 | |
| Total | 1,180.00 | 1,096.40 | 532.90 | 1,268.82 | −88.82 |
Budget split
WBS
SAR 1.2B
Budget
- Management & governanceSAR 68.7M6%
- Design & permitsSAR 137.4M12%
- Civil worksSAR 434.9M37%
- MEP worksSAR 343.4M29%
- HandoverSAR 160.2M14%
- Unallocated contingencySAR 35.4M3%
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
0.47
Off track
Schedule performance index
SPI = EV ÷ PV
0.93
Watch
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2030-02-15+961
SPI(t) 0.56 against the approved finish 2027-06-30
- Planned valuePV
- SAR 1.1B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 495.6M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 532.9M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 1.2B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −37.30 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −561.68 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.93
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.47
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 1.3B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 735.9M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −88.82 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.06
- 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 1.3B
- If the rest goes to planSAR 1.2B
- At cost and schedule performanceSAR 2.1B
- The PM’s bottom-up estimateSAR 1.3B
- To stay within SAR 1.2B, cost performance on the rest must rise to 1.06 — above what has been achieved.
Estimate at completion at that performance
SAR 1.3B
Variance at completion: −88.82 SAR M