Aleppo 230 kV Substations Rehabilitation
Remove from watchlistRehabilitating four 230 kV substations in Aleppo city (28 high-voltage bays) and linking them to the control centre, to lengthen supply hours in the neighbourhoods and the industrial zone.
Budget (BAC)
Actual cost
81% of budget
Progress
Estimate at completion
+SYP 2B
SPI · CPI
Forecast finish
126 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure13 July 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate15 November 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate14 January 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate20 June 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate13 July 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 10.3B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 8.3B
- Committed, not spentSYP 1.8B
- Allotted, uncommittedSYP 0
- Contingency availableSYP 309M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 9.6B
- Original budgetwhen the first baseline was approved
- SYP 9.8B
- Approved budgetafter approved change requests
- SYP 10.3B
- Current budgetavailable to spend now
- SYP 10.3B
- Revised budgetif the pending changes are approved
- SYP 10.3B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 10.1B
- Contracts2 active contracts
- SYP 9.7B
- Purchase orders3 orders
- SYP 400M
- Remaining budgetapproved less actual
- SYP 2B
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 8.3B
- Accrualswork done, not yet invoiced
- SYP 333.5M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 12.3B
- ContingencySYP 206M drawn of SYP 515M
- SYP 309M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 730M (7.6%) above the estimate
- The estimate at completion is SYP 2.7B (28.1%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2023-10-31 · 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-51004
- WBS elements5 elements · P-2026-004.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates53 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
SYP 206M drawn of SYP 515M
- Covering realised delivery risks2026-08-29SYP 206M
Purchase orders
- PO-2026-0574Site monitoring and communications systemsSYP 120MSYP 54M paid
- PO-2025-0461Office furniture, fit-out and site suppliesSYP 192MSYP 192M paid
- PO-2024-0348Materials and soil laboratory testsSYP 88MSYP 88M 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 | 599.46 | 735.71 | 735.71 | 735.71 | −136.25 | |
| 2Design & permits | 1,198.92 | 1,471.43 | 1,471.43 | 1,471.43 | −272.51 | |
| 3Civil works | 3,796.58 | 4,659.52 | 4,659.52 | 4,659.52 | −862.94 | |
| 4MEP works | 2,997.30 | 2,390.68 | 1,471.43 | 3,438.01 | −440.71 | |
| 5Handover | 1,398.74 | 842.66 | 0.00 | 1,802.73 | −403.99 | |
| Unallocated contingency | 309.00 | 0.00 | 0.00 | 154.50 | +154.50 | |
| Total | 10,300.00 | 10,100.00 | 8,338.10 | 12,261.91 | −1,961.91 |
Budget split
WBS
SYP 10.3B
Budget
- Management & governanceSYP 599.5M6%
- Design & permitsSYP 1.2B12%
- Civil worksSYP 3.8B37%
- MEP worksSYP 3B29%
- HandoverSYP 1.4B14%
- Unallocated contingencySYP 309M3%
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
0.68
Off track
Schedule performance index
SPI = EV ÷ PV
0.84
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-07-09+648
SPI(t) 0.60 against the approved finish 2026-09-30
- Planned valuePV
- SYP 10.3B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 7B
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 8.3B
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 10.3B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −1,334.10 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −3,296.00 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.84
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.68
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 12.3B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 3.9B
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −1,961.91 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.68
- 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 12.3B
- If the rest goes to planSYP 11.6B
- At cost and schedule performanceSYP 14.1B
- The PM’s bottom-up estimateSYP 12.3B
- To stay within SYP 10.3B, cost performance on the rest must rise to 1.68 — above what has been achieved.
Estimate at completion at that performance
SYP 12.3B
Variance at completion: −1,961.90 SYP M