20 MW Qalamoun Solar Field
Add to watchlistA 20 MW photovoltaic field near An-Nabk feeding the public grid, with a substation and a 66 kV connection line.
Budget (BAC)
Actual cost
57% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure26 February 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate1 January 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate2 March 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate6 July 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate26 February 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 2.4B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 1.4B
- Committed, not spentSYP 784.3M
- Allotted, uncommittedSYP 165.5M
- Contingency availableSYP 72M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 2.4B
- Original budgetwhen the first baseline was approved
- SYP 2.4B
- Approved budgetafter approved change requests
- SYP 2.4B
- Current budgetavailable to spend now
- SYP 2.4B
- Revised budgetif the pending changes are approved
- SYP 2.4B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 2.2B
- Contracts1 active contract
- SYP 2B
- Purchase orders3 orders
- SYP 137.5M
- Remaining budgetapproved less actual
- SYP 1B
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 1.4B
- Accrualswork done, not yet invoiced
- SYP 55.1M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 2.4B
- ContingencySYP 48M drawn of SYP 120M
- SYP 72M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 25M (1.1%) above the estimate
- The estimate at completion is SYP 1.2M (0.1%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-12-17 · 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-51010
- WBS elements5 elements · P-2026-010.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates10 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 48M drawn of SYP 120M
- Covering realised delivery risks2026-08-29SYP 48M
Purchase orders
- PO-2026-0796Operating spares and consumablesSYP 34.4MSYP 5.2M paid
- PO-2026-0683Energy audit, measurement and verificationSYP 41.3MSYP 18.6M paid
- PO-2025-0570Smart energy meters and metering devicesSYP 61.9MSYP 61.9M 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 | 139.68 | 142.57 | 142.57 | 142.57 | −2.89 | |
| 2Design & permits | 279.36 | 285.15 | 285.15 | 285.15 | −5.79 | |
| 3Civil works | 884.64 | 902.97 | 902.97 | 902.97 | −18.33 | |
| 4MEP works | 698.40 | 570.12 | 47.52 | 688.55 | +9.85 | |
| 5Handover | 325.92 | 261.69 | 0.00 | 320.99 | +4.93 | |
| Unallocated contingency | 72.00 | 0.00 | 0.00 | 36.00 | +36.00 | |
| Total | 2,400.00 | 2,162.50 | 1,378.22 | 2,376.24 | +23.76 |
Budget split
WBS
SYP 2.4B
Budget
- Management & governanceSYP 139.7M6%
- Design & permitsSYP 279.4M12%
- Civil worksSYP 884.6M37%
- MEP worksSYP 698.4M29%
- HandoverSYP 325.9M14%
- Unallocated contingencySYP 72M3%
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
0.67
Off track
Schedule performance index
SPI = EV ÷ PV
1.01
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-03-02+307
SPI(t) 0.72 against the approved finish 2027-04-30
- Planned valuePV
- SYP 2.1B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 1.4B
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 1.4B
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 2.4B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +13.78 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −683.56 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.01
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.67
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 2.4B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 998M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +23.76 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.99
- 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 2.4B
- If the rest goes to planSYP 2.4B
- At cost and schedule performanceSYP 2.9B
- The PM’s bottom-up estimateSYP 2.4B
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 2.4B
Variance at completion: +23.76 SYP M