Ministries Performance Follow-up & National Dashboards
Add to watchlistScorecards for ministries and governorates and national dashboards on the analytics platform, fed by Munjaz and the Statistics Sector and presented to the national steering committee.
Budget (BAC)
Actual cost
76% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure23 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate9 July 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate7 September 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate23 November 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate23 November 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 245M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 186.2M
- Committed, not spentSYP 28.8M
- Allotted, uncommittedSYP 22.7M
- Contingency availableSYP 7.4M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 215M
- Original budgetwhen the first baseline was approved
- SYP 245M
- Approved budgetafter approved change requests
- SYP 245M
- Current budgetavailable to spend now
- SYP 245M
- Revised budgetif the pending changes are approved
- SYP 245M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 215M
- Contracts0 active contracts
- SYP 0
- Purchase orders3 orders
- SYP 215M
- Remaining budgetapproved less actual
- SYP 58.8M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 186.2M
- Accrualswork done, not yet invoiced
- SYP 7.4M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 245M
- ContingencySYP 4.9M drawn of SYP 12.3M
- SYP 7.4M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 30M (14.0%) above the estimate
- The estimate at completion is SYP 30M (14.0%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-06-24 · 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-21012
- WBS elements5 elements · P-2026-012.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificatesNo certificates
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 4.9M drawn of SYP 12.3M
- Covering realised delivery risks2026-08-29SYP 4.9M
Purchase orders
- PO-2026-0870Printing, publishing and awareness materialSYP 53.8MSYP 8.1M paid
- PO-2026-0757Analytics and dashboard tool licencesSYP 75.3MSYP 33.9M paid
- PO-2025-0644Stakeholder workshops and interviewsSYP 86MSYP 86M 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 | 23.77 | 24.48 | 24.48 | 24.48 | −0.72 | |
| 2Diagnosis | 47.53 | 48.97 | 48.97 | 48.97 | −1.44 | |
| 3Design | 71.30 | 73.45 | 73.45 | 73.45 | −2.16 | |
| 4Implementation | 71.30 | 55.82 | 39.30 | 70.93 | +0.37 | |
| 5Handover & knowledge transfer | 23.77 | 12.27 | 0.00 | 23.49 | +0.27 | |
| Unallocated contingency | 7.35 | 0.00 | 0.00 | 3.68 | +3.68 | |
| Total | 245.00 | 215.00 | 186.20 | 245.00 | +0.00 |
Budget split
WBS
SYP 245M
Budget
- Management & governanceSYP 23.8M10%
- DiagnosisSYP 47.5M19%
- DesignSYP 71.3M29%
- ImplementationSYP 71.3M29%
- Handover & knowledge transferSYP 23.8M10%
- Unallocated contingencySYP 7.4M3%
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
0.79
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-05-16+136
SPI(t) 0.78 against the approved finish 2026-12-31
- Planned valuePV
- SYP 234.5M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 186.2M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 186.2M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 245M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +0.00 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −48.27 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.00
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.79
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 245M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 58.8M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +0.00 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.00
- 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 245M
- If the rest goes to planSYP 245M
- At cost and schedule performanceSYP 260.2M
- The PM’s bottom-up estimateSYP 245M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 245M
Variance at completion: +0.00 SYP M