Wadi Al-Dawasir Vocational Qualification Centre
Add to watchlistA permanent training and skills-test centre for the south of the Riyadh region, waiting for the land handover and title deed.
Budget (BAC)
Actual cost
2% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
184 days behind baseline
PlanningStage 3 of 5
Next gate:Execution15 July 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate31 December 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate1 March 2026Planning · Current stagePlanning · Current stage
- Gate into «Execution»DecisionNot held yetDate15 July 2026Execution · Not startedExecution · Not started
- Gate into «Closure»DecisionNot held yetClosure · 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 210M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 4.2M
- Committed, not spentSAR 400K
- Allotted, uncommittedSAR 199.1M
- Contingency availableSAR 6.3M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 210M
- Original budgetwhen the first baseline was approved
- SAR 210M
- Approved budgetafter approved change requests
- SAR 210M
- Current budgetavailable to spend now
- SAR 210M
- Revised budgetif the pending changes are approved
- SAR 210M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 4.6M
- Contracts0 active contracts
- SAR 0
- Purchase orders3 orders
- SAR 4.6M
- Remaining budgetapproved less actual
- SAR 205.8M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 4.2M
- Accrualswork done, not yet invoiced
- SAR 168K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 210M
- ContingencySAR 4.2M drawn of SAR 10.5M
- SAR 6.3M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved equals the estimate
- The estimate at completion is SAR 0 (0.0%) below the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-12-16
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-51033
- WBS elements5 elements · P-2026-033.01 …
- Purchase orders2 synced · 1 manual
- Invoices & certificatesNo certificates
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 4.2M drawn of SAR 10.5M
- Covering realised delivery risks2026-08-29SAR 4.2M
Purchase orders
- PO-2026-0857Display and audio systems for the training and test hallsSAR 1.4MSAR 0 paid
- PO-2026-0744Office and training-hall furniture and fit-outSAR 2.2MSAR 331K paid
- PO-2026-0631Materials and soil laboratory testsSAR 1MSAR 455K 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 | 12.22 | 4.22 | 4.20 | 12.35 | −0.13 | |
| 2Design & permits | 24.44 | 0.05 | 0.00 | 24.83 | −0.39 | |
| 3Civil works | 77.41 | 0.16 | 0.00 | 78.63 | −1.22 | |
| 4MEP works | 61.11 | 0.12 | 0.00 | 62.08 | −0.97 | |
| 5Handover | 28.52 | 0.06 | 0.00 | 28.97 | −0.45 | |
| Unallocated contingency | 6.30 | 0.00 | 0.00 | 3.15 | +3.15 | |
| Total | 210.00 | 4.60 | 4.20 | 210.00 | +0.00 |
Budget split
WBS
SAR 210M
Budget
- Management & governanceSAR 12.2M6%
- Design & permitsSAR 24.4M12%
- Civil worksSAR 77.4M37%
- MEP worksSAR 61.1M29%
- HandoverSAR 28.5M14%
- Unallocated contingencySAR 6.3M3%
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
0.10
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2033-12-09+1,988
SPI(t) 0.29 against the approved finish 2028-06-30
- Planned valuePV
- SAR 41.6M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 4.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 4.2M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 210M
- 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
- −37.43 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
- 0.10
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 210M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 205.8M
- 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 210M
- If the rest goes to planSAR 210M
- At cost and schedule performanceSAR 2B
- The PM’s bottom-up estimateSAR 210M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 210M
Variance at completion: +0.00 SAR M