SCA Strategy Refresh & Execution Plans
Add to watchlistTurning the four axes and 34 initiatives of the SCA strategy into portfolios, initiatives and KPIs aligned with Saudi Vision 2030.
Budget (BAC)
Actual cost
70% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure27 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate4 March 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 May 2026Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate8 June 2026Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate27 November 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 3.2M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 2.2M
- Committed, not spentSAR 760K
- Allotted, uncommittedSAR 104K
- Contingency availableSAR 96K
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 3.3M
- Original budgetwhen the first baseline was approved
- SAR 3.2M
- Approved budgetafter approved change requests
- SAR 3.2M
- Current budgetavailable to spend now
- SAR 3.2M
- Revised budgetif the pending changes are approved
- SAR 3.2M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 3M
- Contracts1 active contract
- SAR 2.9M
- Purchase orders1 order
- SAR 100K
- Remaining budgetapproved less actual
- SAR 960K
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 2.2M
- Accrualswork done, not yet invoiced
- SAR 90K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 3.2M
- ContingencySAR 64K drawn of SAR 160K
- SAR 96K
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SAR 100K (3.0%) below the estimate
- The estimate at completion is SAR 100K (3.0%) below the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2026-02-17 · 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-21028
- WBS elements5 elements · P-2026-028.01 …
- Purchase orders1 synced · 0 manual
- Invoices & certificates3 posted · 0 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 64K drawn of SAR 160K
- Covering realised delivery risks2026-08-29SAR 64K
Purchase orders
- PO-2026-0446Stakeholder workshops and interviewsSAR 100KSAR 45K 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 | 0.31 | 0.32 | 0.32 | 0.32 | −0.01 | |
| 2Diagnosis | 0.62 | 0.64 | 0.64 | 0.64 | −0.02 | |
| 3Design | 0.93 | 0.96 | 0.96 | 0.96 | −0.03 | |
| 4Implementation | 0.93 | 0.83 | 0.32 | 0.93 | +0.01 | |
| 5Handover & knowledge transfer | 0.31 | 0.26 | 0.00 | 0.31 | +0.00 | |
| Unallocated contingency | 0.10 | 0.00 | 0.00 | 0.05 | +0.05 | |
| Total | 3.20 | 3.00 | 2.24 | 3.20 | +0.00 |
Budget split
WBS
SAR 3.2M
Budget
- Management & governanceSAR 310.4K10%
- DiagnosisSAR 620.8K19%
- DesignSAR 931.2K29%
- ImplementationSAR 931.2K29%
- Handover & knowledge transferSAR 310.4K10%
- Unallocated contingencySAR 96K3%
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
0.83
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-01-24+40
SPI(t) 0.85 against the approved finish 2026-12-15
- Planned valuePV
- SAR 2.7M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 2.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 2.2M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 3.2M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +0.00 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −0.46 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.00
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.83
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 3.2M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 960K
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +0.00 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.00
- 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 3.2M
- If the rest goes to planSAR 3.2M
- At cost and schedule performanceSAR 3.4M
- The PM’s bottom-up estimateSAR 3.2M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 3.2M
Variance at completion: +0.00 SAR M