Integrated Public Financial Management System — Phase 1
Remove from watchlistOne system for budget preparation and execution, government accounting and payroll across the ministries — it ties investment spending to the plan’s projects and gives the Ministry of Finance and the Authority a daily view of spend.
Budget (BAC)
Actual cost
69% of budget
Progress
Estimate at completion
+SYP 219.9M
SPI · CPI
Forecast finish
58 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure4 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate13 November 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate12 January 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate7 May 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate4 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 SYP 1.6B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 1.1B
- Committed, not spentSYP 192.2M
- Allotted, uncommittedSYP 254.1M
- Contingency availableSYP 48.4M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 1.4B
- Original budgetwhen the first baseline was approved
- SYP 1.6B
- Approved budgetafter approved change requests
- SYP 1.6B
- Current budgetavailable to spend now
- SYP 1.6B
- Revised budgetif the pending changes are approved
- SYP 1.8B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 1.3B
- Contracts1 active contract
- SYP 1B
- Purchase orders3 orders
- SYP 280M
- Remaining budgetapproved less actual
- SYP 494.7M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 1.1B
- Accrualswork done, not yet invoiced
- SYP 44.7M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 1.8B
- ContingencySYP 32.3M drawn of SYP 80.6M
- SYP 48.4M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 177.5M (12.4%) above the estimate
- The estimate at completion is SYP 397.4M (27.7%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-10-29 · 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-61001
- WBS elements5 elements · P-2026-001.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates13 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
SYP 32.3M drawn of SYP 80.6M
- Covering realised delivery risks2026-08-29SYP 32.3M
Purchase orders
- PO-2026-0463Penetration and application-security testingSYP 70MSYP 31.5M paid
- PO-2025-0350Test-environment servers and devicesSYP 112MSYP 112M paid
- PO-2025-0237Development and testing tool licencesSYP 98MSYP 98M paid
Cost breakdown structure
Every dimension adds up to the same totals
| Item | BudgetSYP M | CommittedSYP M | ActualSYP M | EACSYP M | VarianceSYP M | Consumption |
|---|---|---|---|---|---|---|
| 1Management & governance | 125.13 | 146.59 | 146.59 | 146.59 | −21.46 | |
| 2Analysis & design | 265.90 | 311.51 | 311.51 | 311.51 | −45.60 | |
| 3Build | 625.65 | 659.66 | 659.66 | 659.66 | −34.01 | |
| 4Testing & acceptance | 312.83 | 109.85 | 0.00 | 394.54 | −81.71 | |
| 5Launch & handover | 234.62 | 82.39 | 0.00 | 295.90 | −61.29 | |
| Unallocated contingency | 48.38 | 0.00 | 0.00 | 24.19 | +24.19 | |
| Total | 1,612.50 | 1,310.00 | 1,117.76 | 1,832.39 | −219.89 |
Budget split
WBS
SYP 1.6B
Budget
- Management & governanceSYP 125.1M8%
- Analysis & designSYP 265.9M16%
- BuildSYP 625.7M39%
- Testing & acceptanceSYP 312.8M19%
- Launch & handoverSYP 234.6M15%
- Unallocated contingencySYP 48.4M3%
Cash flow
Planned, committed, actual and forecast
Spend per period
SYP 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
0.62
Off track
Schedule performance index
SPI = EV ÷ PV
0.88
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-03-04+429
SPI(t) 0.63 against the approved finish 2026-12-31
- Planned valuePV
- SYP 1.6B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 983.6M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 1.1B
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 1.6B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −134.13 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −597.15 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.88
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.62
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 1.8B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 714.6M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −219.89 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.27
- 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 performanceSYP 1.8B
- If the rest goes to planSYP 1.7B
- At cost and schedule performanceSYP 2.3B
- The PM’s bottom-up estimateSYP 1.8B
- To stay within SYP 1.6B, cost performance on the rest must rise to 1.27 — above what has been achieved.
Estimate at completion at that performance
SYP 1.8B
Variance at completion: −219.89 SYP M