SCA Academy Campus, Riyadh
Remove from watchlistA 92,000 m² campus with 42 training halls and practical workshops — ending nine leased training venues and bringing the Academy’s programmes to one site.
Budget (BAC)
Actual cost
70% of budget
Progress
Estimate at completion
SAR +140.5M
SPI · CPI
Forecast finish
152 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure7 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 December 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate4 February 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate23 July 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate7 October 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 640M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 444.9M
- Committed, not spentSAR 173.1M
- Allotted, uncommittedSAR 2.8M
- Contingency availableSAR 19.2M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 576M
- Original budgetwhen the first baseline was approved
- SAR 640M
- Approved budgetafter approved change requests
- SAR 640M
- Current budgetavailable to spend now
- SAR 640M
- Revised budgetif the pending changes are approved
- SAR 640M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 618M
- Contracts2 active contracts
- SAR 603.5M
- Purchase orders3 orders
- SAR 14.5M
- Remaining budgetapproved less actual
- SAR 195.1M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 444.9M
- Accrualswork done, not yet invoiced
- SAR 17.8M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 780.5M
- ContingencySAR 12.8M drawn of SAR 32M
- SAR 19.2M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 64M (11.1%) above the estimate
- The estimate at completion is SAR 204.5M (35.5%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2023-11-21 · 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-51007
- WBS elements5 elements · P-2026-007.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates44 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 12.8M drawn of SAR 32M
- Covering realised delivery risks2026-08-29SAR 12.8M
Purchase orders
- PO-2026-0685Display and audio systems for the training and test hallsSAR 4.4MSAR 2M paid
- PO-2025-0572Office and training-hall furniture and fit-outSAR 7MSAR 7M paid
- PO-2024-0459Materials and soil laboratory testsSAR 3.2MSAR 3.2M 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 | 37.25 | 46.83 | 46.83 | 46.83 | −9.58 | |
| 2Design & permits | 74.50 | 93.66 | 93.66 | 93.66 | −19.16 | |
| 3Civil works | 235.90 | 296.59 | 296.59 | 296.59 | −60.68 | |
| 4MEP works | 186.24 | 124.22 | 7.80 | 227.03 | −40.79 | |
| 5Handover | 86.91 | 56.71 | 0.00 | 106.78 | −19.87 | |
| Unallocated contingency | 19.20 | 0.00 | 0.00 | 9.60 | +9.60 | |
| Total | 640.00 | 618.00 | 444.88 | 780.49 | −140.49 |
Budget split
WBS
SAR 640M
Budget
- Management & governanceSAR 37.2M6%
- Design & permitsSAR 74.5M12%
- Civil worksSAR 235.9M37%
- MEP worksSAR 186.2M29%
- HandoverSAR 86.9M14%
- Unallocated contingencySAR 19.2M3%
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
0.58
Off track
Schedule performance index
SPI = EV ÷ PV
0.82
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-02-06+768
SPI(t) 0.58 against the approved finish 2026-12-31
- Planned valuePV
- SAR 634M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 364.8M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 444.9M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 640M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −80.08 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −269.17 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.82
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.58
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 780.5M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 335.6M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −140.49 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.41
- 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 780.5M
- If the rest goes to planSAR 720.1M
- At cost and schedule performanceSAR 1B
- The PM’s bottom-up estimateSAR 780.5M
- To stay within SAR 640M, cost performance on the rest must rise to 1.41 — above what has been achieved.
Estimate at completion at that performance
SAR 780.5M
Variance at completion: −140.49 SAR M