PRJ-2026-014At risk4ExecutionHybrid

Muqawil Platform — Release 4

One platform for 68 e-services for contractors — membership and renewal, certificates, qualification programmes, model contracts — with Nafath sign-in and links to the commercial register, Balady and Etimad through the Government Service Bus.

Project managerEng. Sultan F. Al-GhamdiProject sponsorEng. Majed S. Al-RasheedProgrammeMuqawil & e-Services Programme

Early warning: ⁦74%⁩ chance of slipping within ⁦45⁩ days

Budget (BAC)

SAR 86.4M

Actual cost

SAR 52.2M

⁦60%⁩ of budget

Progress

⁦58%⁩Awaiting acceptance ⁦23%⁩

Estimate at completion

SAR 90M

SAR +3.6M

SPI · CPI

0.870.96

Forecast finish

⁦2027-05-12⁩

42 days behind baseline

ExecutionStage ⁦4⁩ of ⁦5⁩

Next gate:Closure31 March 2027

Pre-start · Complete
Initiation · Complete
Planning · Complete
Execution · Current stage
Closure · 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 86.4M split into spent, committed and left, with the estimate at completion

Forecast overrun SAR 3.6M

EAC SAR 90M

Revised request SAR 90.4M

Actual spendSAR 52.2M
Committed, not spentSAR 19.6M
Allotted, uncommittedSAR 12.5M
Contingency availableSAR 2.1M

Budget

EstimatedManualthe proposal’s cost before approval: SAR 78.6M
Original budgetwhen the first baseline was approved: SAR 84M
Approved budgetafter approved change requests: SAR 86.4M
Current budgetavailable to spend now: SAR 86.4M
Revised budgetif the pending changes are approved: SAR 90.4M

Commitments

CommitmentsSyncedsigned contracts and purchase orders: SAR 71.8M
Contracts3 active contracts: SAR 65.6M
Purchase orders⁦3⁩ orders: SAR 6.2M
Remaining budgetapproved less actual: SAR 34.2M

Spend & outlook

Actual costSyncedincluding accruals: SAR 52.2M
Accrualswork done, not yet invoiced: SAR 2.4M
Estimate at completionManualthe PM’s bottom-up forecast: SAR 90M
ContingencySAR 1.1M drawn of SAR 3.2M: SAR 2.1M

Estimated vs approved budget

What the project proposal estimated before approval, against today’s approved budget and the estimate at completion

EstimatedSAR 78.6M

ApprovedSAR 86.4M

Estimate at completionSAR 90M

Approved is SAR 7.8M (⁦9.9%⁩) above the estimate

The estimate at completion is SAR 11.4M (⁦14.5%⁩) above the estimate

From the «project proposal & feasibility study» approved at the approval gate on ⁦2024-09-22⁩ · 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

⁦4⁩ of ⁦4⁩ fields ready

Cost centreCC-61014
WBS elements⁦7⁩ elements · P-2026-014.01 …
Purchase orders⁦3⁩ synced · ⁦0⁩ manual
Invoices & certificates⁦28⁩ posted · ⁦1⁩ in approval

Last sync⁦2026-10-28⁩ · 06:00 · succeededNext tonight at 02:00

Where each figure comes from

EstimatedManual
CommitmentsSynced
Actual costSynced
Estimate at completionManual

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 register

Manual edit log

Every manual update — who, when, why and from which source

Manual edit log
Date	By	Figure	From → to	Reason	Source
⁦2026-10-05⁩10:20	Khalid N. Al-Mutairi	Actual spend	SAR 51.8MSAR 52.2M	September cloud-hosting accruals posted before the finance system transferred them	Finance department monthly reportFIN-RPT-2026-09
⁦2026-09-30⁩13:05	Eng. Sultan F. Al-Ghamdi	Estimate at completion	SAR 89.2MSAR 90M	Re-estimated after the late first wave and a two-month extension of the integration team	Project manager’s estimate
⁦2026-08-12⁩09:40	Khalid N. Al-Mutairi	Commitments	SAR 69.4MSAR 71.8M	Security scanning tools order added before the sync completed	Export from the finance system (ERP)PO-2026-0812

Budget bridge

From the original to the revised request

Total
Increase
Decrease

Contingency draw-downs

SAR 1.1M drawn of SAR 3.2M

Nafath integration — extra test environment⁦2026-03-18⁩SAR 420K
Membership services — fee calculator linked to SADAD⁦2026-06-09⁩SAR 380K
Data migration — cleansing member-contractor records⁦2026-09-22⁩SAR 300K

Purchase orders

PO-2026-0812Security & application scanning toolsSAR 2.4MSAR 800K paid
PO-2025-0634Identity & access management licencesSAR 2.6MSAR 2.6M paid
PO-2025-0118Project office advisory — first six monthsSAR 1.2MSAR 1.2M paid

Cost breakdown structure

Every dimension adds up to the same totals

Cost breakdown structure — WBS
Item	BudgetSAR M	CommittedSAR M	ActualSAR M	EACSAR M	VarianceSAR M
1Project management & governance	6.74	6.03	4.92	6.99	⁦−0.25⁩
2Requirements & contractor e-service design	10.12	10.31	10.31	10.31	⁦−0.20⁩
3Core platform build	25.29	23.26	20.13	26.00	⁦−0.71⁩
4National systems & agency integration	15.17	12.01	7.11	16.29	⁦−1.11⁩
5Data migration	8.43	6.70	4.03	9.04	⁦−0.61⁩
6Testing, quality & security	10.12	7.74	4.08	10.95	⁦−0.83⁩
7Launch & change management	8.43	5.75	1.61	9.37	⁦−0.94⁩
Unallocated contingency	2.10	0.00	0.00	1.05	⁦+1.05⁩
Total	86.40	71.80	52.20	90.00	⁦−3.60⁩

Budget split

WBS

SAR 86.4M

Budget

Project management & governanceSAR 6.7M⁦8%⁩
Requirements & contractor e-service designSAR 10.1M⁦12%⁩
Core platform buildSAR 25.3M⁦29%⁩
National systems & agency integrationSAR 15.2M⁦18%⁩
Data migrationSAR 8.4M⁦10%⁩
Testing, quality & securitySAR 10.1M⁦12%⁩
Launch & change managementSAR 8.4M⁦10%⁩
Unallocated contingencySAR 2.1M⁦2%⁩

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

0.87

Off track

Schedule performance index

SPI = EV ÷ PV

0.96

On track

Cost performance index

CPI = EV ÷ AC

Finish by earned schedule

⁦2027-06-27⁩+88

SPI(t) ⁦0.90⁩ against the approved finish ⁦2027-03-31⁩

Planned valuePV: SAR 57.9M; The value of the work that should be done by today.; PV
Earned valueEV: SAR 50.1M; The value of the work actually done, at plan prices.; EV = % complete × BAC
Actual costAC: SAR 52.2M; What has actually been spent on the work done.; AC
Budget at completionBAC: SAR 86.4M; The approved budget for the whole project.; BAC
Cost varianceCV: ⁦−2.09⁩ SAR M; Earned less actual; negative means paying more than the value.; CV = EV − AC
Schedule varianceSV: ⁦−7.78⁩ SAR M; Earned less planned; negative means behind, in value.; SV = EV − PV
Cost performance indexCPI: 0.96; Value produced per riyal spent; under 1 is an overrun.; CPI = EV ÷ AC
Schedule performance indexSPI: 0.87; Work done over work planned; under 1 is behind.; SPI = EV ÷ PV
Estimate at completionEAC: SAR 90M; What the project will cost when it finishes, as forecast.; EAC = BAC ÷ CPI
Estimate to completeETC: SAR 37.8M; What is still to be spent to completion.; ETC = EAC − AC
Variance at completionVAC: ⁦−3.60⁩ 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 90M
If the rest goes to planSAR 88.5M
At cost and schedule performanceSAR 95.9M
The PM’s bottom-up estimateSAR 90M
To stay within SAR 86.4M, cost performance on the rest must rise to ⁦1.06⁩ — above what has been achieved.

Assume a cost performance for the remaining work

Estimate at completion at that performance

SAR 90M

Variance at completion: ⁦−3.60⁩ SAR M