Sheikh Najjar Industrial City Rehabilitation
Remove from watchlistRehabilitating Sheikh Najjar Industrial City’s infrastructure — internal roads, water and drainage networks, power stations and ground improvement on damaged plots — so factories can resume production.
Budget (BAC)
Actual cost
44% of budget
Progress
Estimate at completion
+SYP 883.7M
SPI · CPI
Forecast finish
95 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure15 January 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate3 July 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate1 September 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate30 January 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate15 January 2027Closure · 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 7.2B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 3.1B
- Committed, not spentSYP 3.2B
- Allotted, uncommittedSYP 585.5M
- Contingency availableSYP 214.5M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 6B
- Original budgetwhen the first baseline was approved
- SYP 6.9B
- Approved budgetafter approved change requests
- SYP 7.2B
- Current budgetavailable to spend now
- SYP 7.2B
- Revised budgetif the pending changes are approved
- SYP 7.7B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 6.4B
- Contracts2 active contracts
- SYP 6.2B
- Purchase orders3 orders
- SYP 130M
- Remaining budgetapproved less actual
- SYP 4B
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 3.1B
- Accrualswork done, not yet invoiced
- SYP 125.3M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 8B
- ContingencySYP 143M drawn of SYP 357.5M
- SYP 214.5M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 1.1B (18.9%) above the estimate
- The estimate at completion is SYP 2B (33.6%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-06-18 · 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-41006
- WBS elements5 elements · P-2026-006.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates32 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 143M drawn of SYP 357.5M
- Covering realised delivery risks2026-08-29SYP 143M
Purchase orders
- PO-2026-0648Site monitoring and communications systemsSYP 39MSYP 5.9M paid
- PO-2025-0535Office furniture, fit-out and site suppliesSYP 62.4MSYP 62.4M paid
- PO-2025-0422Materials and soil laboratory testsSYP 28.6MSYP 28.6M 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 | 416.13 | 481.69 | 481.69 | 481.69 | −65.56 | |
| 2Design & permits | 832.26 | 963.39 | 963.39 | 963.39 | −131.13 | |
| 3Civil works | 2,635.49 | 2,450.18 | 1,688.07 | 2,823.66 | −188.17 | |
| 4MEP works | 2,080.65 | 1,673.69 | 0.00 | 2,493.90 | −413.25 | |
| 5Handover | 970.97 | 781.05 | 0.00 | 1,163.82 | −192.85 | |
| Unallocated contingency | 214.50 | 0.00 | 0.00 | 107.25 | +107.25 | |
| Total | 7,150.00 | 6,350.00 | 3,133.15 | 8,033.71 | −883.71 |
Budget split
WBS
SYP 7.2B
Budget
- Management & governanceSYP 416.1M6%
- Design & permitsSYP 832.3M12%
- Civil worksSYP 2.6B37%
- MEP worksSYP 2.1B29%
- HandoverSYP 971M14%
- Unallocated contingencySYP 214.5M3%
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
0.42
Off track
Schedule performance index
SPI = EV ÷ PV
0.89
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-09-27+911
SPI(t) 0.51 against the approved finish 2027-03-31
- Planned valuePV
- SYP 6.7B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 2.8B
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 3.1B
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 7.2B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −344.65 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −3,863.49 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.89
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.42
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 8B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 4.9B
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −883.71 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.09
- 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 8B
- If the rest goes to planSYP 7.5B
- At cost and schedule performanceSYP 14.8B
- The PM’s bottom-up estimateSYP 8B
- To stay within SYP 7.2B, cost performance on the rest must rise to 1.09 — above what has been achieved.
Estimate at completion at that performance
SYP 8B
Variance at completion: −883.71 SYP M