Hama National Hospital Upgrade & Extension
Remove from watchlistExtending Hama National Hospital with a new wing of 42 wards and theatres and upgrading its medical equipment, running 9 temporary wards so care never stops during the works.
Budget (BAC)
Actual cost
70% of budget
Progress
Estimate at completion
+SYP 3.5B
SPI · CPI
Forecast finish
152 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure7 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 December 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate4 February 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate23 July 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate7 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 16B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 11.1B
- Committed, not spentSYP 4.3B
- Allotted, uncommittedSYP 70M
- Contingency availableSYP 480M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 14.4B
- Original budgetwhen the first baseline was approved
- SYP 16B
- Approved budgetafter approved change requests
- SYP 16B
- Current budgetavailable to spend now
- SYP 16B
- Revised budgetif the pending changes are approved
- SYP 16B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 15.5B
- Contracts2 active contracts
- SYP 15.1B
- Purchase orders3 orders
- SYP 362.5M
- Remaining budgetapproved less actual
- SYP 4.9B
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 11.1B
- Accrualswork done, not yet invoiced
- SYP 444.9M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 19.5B
- ContingencySYP 320M drawn of SYP 800M
- SYP 480M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 1.6B (11.1%) above the estimate
- The estimate at completion is SYP 5.1B (35.5%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2023-11-21 · 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-51007
- WBS elements5 elements · P-2026-007.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates44 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 320M drawn of SYP 800M
- Covering realised delivery risks2026-08-29SYP 320M
Purchase orders
- PO-2026-0685Site monitoring and communications systemsSYP 108.8MSYP 49M paid
- PO-2025-0572Office furniture, fit-out and site suppliesSYP 174MSYP 174M paid
- PO-2024-0459Materials and soil laboratory testsSYP 79.8MSYP 79.8M 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 | 931.20 | 1,170.73 | 1,170.73 | 1,170.73 | −239.53 | |
| 2Design & permits | 1,862.40 | 2,341.46 | 2,341.46 | 2,341.46 | −479.06 | |
| 3Civil works | 5,897.60 | 7,414.63 | 7,414.63 | 7,414.63 | −1,517.03 | |
| 4MEP works | 4,656.00 | 3,105.56 | 195.12 | 5,675.83 | −1,019.83 | |
| 5Handover | 2,172.80 | 1,417.61 | 0.00 | 2,669.54 | −496.74 | |
| Unallocated contingency | 480.00 | 0.00 | 0.00 | 240.00 | +240.00 | |
| Total | 16,000.00 | 15,450.00 | 11,121.95 | 19,512.20 | −3,512.20 |
Budget split
WBS
SYP 16B
Budget
- Management & governanceSYP 931.2M6%
- Design & permitsSYP 1.9B12%
- Civil worksSYP 5.9B37%
- MEP worksSYP 4.7B29%
- HandoverSYP 2.2B14%
- Unallocated contingencySYP 480M3%
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
0.58
Off track
Schedule performance index
SPI = EV ÷ PV
0.82
Off track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-02-06+768
SPI(t) 0.58 against the approved finish 2026-12-31
- Planned valuePV
- SYP 15.8B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 9.1B
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 11.1B
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 16B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −2,001.95 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −6,729.24 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.82
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.58
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 19.5B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 8.4B
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −3,512.20 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.41
- 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 19.5B
- If the rest goes to planSYP 18B
- At cost and schedule performanceSYP 25.7B
- The PM’s bottom-up estimateSYP 19.5B
- To stay within SYP 16B, cost performance on the rest must rise to 1.41 — above what has been achieved.
Estimate at completion at that performance
SYP 19.5B
Variance at completion: −3,512.19 SYP M