Khamis Mushait Training Centre Rehabilitation
Add to watchlistRehabilitating the Khamis Mushait training centre — fire and alarm systems and training halls.
Budget (BAC)
Actual cost
96% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
12 days behind baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate7 August 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate6 October 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate4 February 2025Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate1 September 2026Closure · Current stageClosure · Current stage
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 67M split into spent, committed and left, with the estimate at completion
- Actual spendSAR 64.3M
- Committed, not spentSAR 1.9M
- Allotted, uncommittedSAR 0
- Contingency availableSAR 2M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SAR 61.6M
- Original budgetwhen the first baseline was approved
- SAR 67M
- Approved budgetafter approved change requests
- SAR 67M
- Current budgetavailable to spend now
- SAR 67M
- Revised budgetif the pending changes are approved
- SAR 67M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SAR 66.2M
- Contracts1 active contract
- SAR 56M
- Purchase orders3 orders
- SAR 10.2M
- Remaining budgetapproved less actual
- SAR 2.7M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SAR 64.3M
- Accrualswork done, not yet invoiced
- SAR 2.6M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SAR 66.3M
- ContingencySAR 1.3M drawn of SAR 3.4M
- SAR 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 5.4M (8.8%) above the estimate
- The estimate at completion is SAR 4.7M (7.7%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-07-23 · 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-71036
- WBS elements5 elements · P-2026-036.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates20 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 1.3M drawn of SAR 3.4M
- Covering realised delivery risks2026-08-29SAR 1.3M
Purchase orders
- PO-2026-0968Display and audio systems for the training and test hallsSAR 3.1MSAR 3.1M paid
- PO-2025-0855Office and training-hall furniture and fit-outSAR 4.9MSAR 4.9M paid
- PO-2025-0742Materials and soil laboratory testsSAR 2.2MSAR 2.2M 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 | 3.90 | 3.98 | 3.98 | 3.98 | −0.08 | |
| 2Design & permits | 7.80 | 7.96 | 7.96 | 7.96 | −0.16 | |
| 3Civil works | 24.70 | 25.21 | 25.21 | 25.21 | −0.51 | |
| 4MEP works | 19.50 | 19.90 | 19.90 | 19.90 | −0.41 | |
| 5Handover | 9.10 | 9.14 | 7.29 | 8.28 | +0.82 | |
| Unallocated contingency | 2.01 | 0.00 | 0.00 | 1.01 | +1.01 | |
| Total | 67.00 | 66.20 | 64.35 | 66.34 | +0.66 |
Budget split
WBS
SAR 67M
Budget
- Management & governanceSAR 3.9M6%
- Design & permitsSAR 7.8M12%
- Civil worksSAR 24.7M37%
- MEP worksSAR 19.5M29%
- HandoverSAR 9.1M14%
- Unallocated contingencySAR 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
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
0.97
On track
Schedule performance index
SPI = EV ÷ PV
1.01
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-01-25+86
SPI(t) 0.90 against the approved finish 2026-10-31
- Planned valuePV
- SAR 67M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SAR 65M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SAR 64.3M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SAR 67M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +0.64 SAR M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −2.01 SAR M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.01
- Value produced per riyal spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.97
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SAR 66.3M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SAR 2M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +0.66 SAR M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.76
- 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 66.3M
- If the rest goes to planSAR 66.4M
- At cost and schedule performanceSAR 66.4M
- The PM’s bottom-up estimateSAR 66.3M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SAR 66.3M
Variance at completion: +0.66 SAR M