Government Network Cybersecurity Programme
Add to watchlistA round-the-clock security operations centre, identity and access protection, penetration testing and higher compliance of government bodies with the national cybersecurity controls.
Budget (BAC)
Actual cost
85% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure22 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate4 December 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate2 February 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate22 May 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate22 October 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 965M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 824.5M
- Committed, not spentSYP 55.5M
- Allotted, uncommittedSYP 56.1M
- Contingency availableSYP 29M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 975M
- Original budgetwhen the first baseline was approved
- SYP 965M
- Approved budgetafter approved change requests
- SYP 965M
- Current budgetavailable to spend now
- SYP 965M
- Revised budgetif the pending changes are approved
- SYP 965M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 880M
- Contracts1 active contract
- SYP 787.5M
- Purchase orders2 orders
- SYP 92.5M
- Remaining budgetapproved less actual
- SYP 140.5M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 824.5M
- Accrualswork done, not yet invoiced
- SYP 33M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 936.9M
- ContingencySYP 19.3M drawn of SYP 48.3M
- SYP 29M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 10M (1.0%) below the estimate
- The estimate at completion is SYP 38.1M (3.9%) below the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-11-19 · 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-61005
- WBS elements5 elements · P-2026-005.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificates8 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 19.3M drawn of SYP 48.3M
- Covering realised delivery risks2026-08-29SYP 19.3M
Purchase orders
- PO-2026-0498Test-environment servers and devicesSYP 49.3MSYP 22.2M paid
- PO-2025-0385Development and testing tool licencesSYP 43.2MSYP 43.2M 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 | 74.88 | 74.95 | 74.95 | 74.95 | −0.07 | |
| 2Analysis & design | 159.13 | 159.27 | 159.27 | 159.27 | −0.14 | |
| 3Build | 374.42 | 374.76 | 374.76 | 374.76 | −0.34 | |
| 4Testing & acceptance | 187.21 | 187.38 | 187.38 | 187.38 | −0.17 | |
| 5Launch & handover | 140.41 | 83.64 | 28.11 | 126.06 | +14.35 | |
| Unallocated contingency | 28.95 | 0.00 | 0.00 | 14.48 | +14.48 | |
| Total | 965.00 | 880.00 | 824.47 | 936.89 | +28.11 |
Budget split
WBS
SYP 965M
Budget
- Management & governanceSYP 74.9M8%
- Analysis & designSYP 159.1M16%
- BuildSYP 374.4M39%
- Testing & acceptanceSYP 187.2M19%
- Launch & handoverSYP 140.4M15%
- Unallocated contingencySYP 29M3%
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
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
0.90
Off track
Schedule performance index
SPI = EV ÷ PV
1.03
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-04-06+112
SPI(t) 0.86 against the approved finish 2026-12-15
- Planned valuePV
- SYP 944.4M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 849.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 824.5M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 965M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +24.73 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −95.18 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.03
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.90
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 936.9M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 112.4M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +28.11 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.82
- 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 936.9M
- If the rest goes to planSYP 940.3M
- At cost and schedule performanceSYP 949.5M
- The PM’s bottom-up estimateSYP 936.9M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 936.9M
Variance at completion: +28.11 SYP M