e-Litigation & Judicial Notification Platform — Release 2
Add to watchlistRelease 2 of the Ministry of Justice platform: filing cases, exchanging pleadings and serving judicial notices online and following hearings, linking the courts in the governorate centres.
Budget (BAC)
Actual cost
89% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure15 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate5 March 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate4 May 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate4 August 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate15 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 460M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 410.4M
- Committed, not spentSYP 12.1M
- Allotted, uncommittedSYP 23.7M
- Contingency availableSYP 13.8M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 427.5M
- Original budgetwhen the first baseline was approved
- SYP 460M
- Approved budgetafter approved change requests
- SYP 460M
- Current budgetavailable to spend now
- SYP 460M
- Revised budgetif the pending changes are approved
- SYP 460M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 422.5M
- Contracts1 active contract
- SYP 370M
- Purchase orders2 orders
- SYP 52.5M
- Remaining budgetapproved less actual
- SYP 49.6M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 410.4M
- Accrualswork done, not yet invoiced
- SYP 16.4M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 451M
- ContingencySYP 9.2M drawn of SYP 23M
- SYP 13.8M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 32.5M (7.6%) above the estimate
- The estimate at completion is SYP 23.5M (5.5%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-02-18 · 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-90008
- WBS elements5 elements · P-2026-008.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificates11 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 9.2M drawn of SYP 23M
- Covering realised delivery risks2026-08-29SYP 9.2M
Purchase orders
- PO-2026-0609Test-environment servers and devicesSYP 28MSYP 12.6M paid
- PO-2025-0496Development and testing tool licencesSYP 24.5MSYP 24.5M 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 | 35.70 | 36.08 | 36.08 | 36.08 | −0.38 | |
| 2Analysis & design | 75.85 | 76.67 | 76.67 | 76.67 | −0.81 | |
| 3Build | 178.48 | 180.39 | 180.39 | 180.39 | −1.91 | |
| 4Testing & acceptance | 89.24 | 90.20 | 90.20 | 90.20 | −0.96 | |
| 5Launch & handover | 66.93 | 39.17 | 27.06 | 60.75 | +6.18 | |
| Unallocated contingency | 13.80 | 0.00 | 0.00 | 6.90 | +6.90 | |
| Total | 460.00 | 422.50 | 410.39 | 450.98 | +9.02 |
Budget split
WBS
SYP 460M
Budget
- Management & governanceSYP 35.7M8%
- Analysis & designSYP 75.9M16%
- BuildSYP 178.5M39%
- Testing & acceptanceSYP 89.2M19%
- Launch & handoverSYP 66.9M15%
- Unallocated contingencySYP 13.8M3%
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
0.92
Watch
Schedule performance index
SPI = EV ÷ PV
1.02
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-03-02+92
SPI(t) 0.86 against the approved finish 2026-11-30
- Planned valuePV
- SYP 456.3M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 418.6M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 410.4M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 460M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +8.21 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −37.71 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.02
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.92
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 451M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 40.6M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +9.02 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.83
- 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 451M
- If the rest goes to planSYP 451.8M
- At cost and schedule performanceSYP 454.6M
- The PM’s bottom-up estimateSYP 451M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 451M
Variance at completion: +9.02 SYP M