Al-Khobar Branch — Rehabilitation & Extension
Remove from watchlistRebuilding the Eastern & Northern branch office and adding a new wing with 28 training and skills-test halls.
Budget (BAC)
Actual cost
81% of budget
Progress
Estimate at completion
SAR +78.5M
SPI · CPI
Forecast finish
126 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure13 July 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate15 November 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate14 January 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate20 June 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate13 July 2026Closure · 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 412M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 333.5M
- Committed, not spentSAR 70.5M
- Allotted, uncommittedSAR 0
- Contingency availableSAR 12.4M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 382.8M
- Original budgetwhen the first baseline was approved
- SAR 390.6M
- Approved budgetafter approved change requests
- SAR 412M
- Current budgetavailable to spend now
- SAR 412M
- Revised budgetif the pending changes are approved
- SAR 412M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 404M
- Contracts2 active contracts
- SAR 388M
- Purchase orders3 orders
- SAR 16M
- Remaining budgetapproved less actual
- SAR 78.5M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 333.5M
- Accrualswork done, not yet invoiced
- SAR 13.3M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 490.5M
- ContingencySAR 8.2M drawn of SAR 20.6M
- SAR 12.4M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 29.2M (7.6%) above the estimate
- The estimate at completion is SAR 107.7M (28.1%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2023-10-31 · 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-71004
- WBS elements5 elements · P-2026-004.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates53 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 8.2M drawn of SAR 20.6M
- Covering realised delivery risks2026-08-29SAR 8.2M
Purchase orders
- PO-2026-0574Display and audio systems for the training and test hallsSAR 4.8MSAR 2.2M paid
- PO-2025-0461Office and training-hall furniture and fit-outSAR 7.7MSAR 7.7M paid
- PO-2024-0348Materials and soil laboratory testsSAR 3.5MSAR 3.5M 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 | 23.98 | 29.43 | 29.43 | 29.43 | −5.45 | |
| 2Design & permits | 47.96 | 58.86 | 58.86 | 58.86 | −10.90 | |
| 3Civil works | 151.86 | 186.38 | 186.38 | 186.38 | −34.52 | |
| 4MEP works | 119.89 | 95.63 | 58.86 | 137.52 | −17.63 | |
| 5Handover | 55.95 | 33.71 | 0.00 | 72.11 | −16.16 | |
| Unallocated contingency | 12.36 | 0.00 | 0.00 | 6.18 | +6.18 | |
| Total | 412.00 | 404.00 | 333.52 | 490.48 | −78.48 |
Budget split
WBS
SAR 412M
Budget
- Management & governanceSAR 24M6%
- Design & permitsSAR 48M12%
- Civil worksSAR 151.9M37%
- MEP worksSAR 119.9M29%
- HandoverSAR 55.9M14%
- Unallocated contingencySAR 12.4M3%
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
0.68
Off track
Schedule performance index
SPI = EV ÷ PV
0.84
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-07-09+648
SPI(t) 0.60 against the approved finish 2026-09-30
- Planned valuePV
- SAR 412M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 280.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 333.5M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 412M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −53.36 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −131.84 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.84
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.68
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 490.5M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 157M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −78.48 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.68
- 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 490.5M
- If the rest goes to planSAR 465.4M
- At cost and schedule performanceSAR 564.3M
- The PM’s bottom-up estimateSAR 490.5M
- To stay within SAR 412M, cost performance on the rest must rise to 1.68 — above what has been achieved.
Estimate at completion at that performance
SAR 490.5M
Variance at completion: −78.48 SAR M