Government Services Mobile App — New Release
Add to watchlistThe new release of the government services app: the most-used services, request tracking, notifications and bank e-payment.
Budget (BAC)
Actual cost
62% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure23 December 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 August 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 October 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate21 December 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate23 December 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 315M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 193.8M
- Committed, not spentSYP 78.7M
- Allotted, uncommittedSYP 33.1M
- Contingency availableSYP 9.5M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 305M
- Original budgetwhen the first baseline was approved
- SYP 315M
- Approved budgetafter approved change requests
- SYP 315M
- Current budgetavailable to spend now
- SYP 315M
- Revised budgetif the pending changes are approved
- SYP 315M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 272.5M
- Contracts1 active contract
- SYP 245M
- Purchase orders2 orders
- SYP 27.5M
- Remaining budgetapproved less actual
- SYP 121.2M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 193.8M
- Accrualswork done, not yet invoiced
- SYP 7.8M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 302.9M
- ContingencySYP 6.3M drawn of SYP 15.8M
- SYP 9.5M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 10M (3.3%) above the estimate
- The estimate at completion is SYP 2.1M (0.7%) below the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-07-22 · 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-41015
- WBS elements5 elements · P-2026-015.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificates8 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 6.3M drawn of SYP 15.8M
- Covering realised delivery risks2026-08-29SYP 6.3M
Purchase orders
- PO-2026-0868Test-environment servers and devicesSYP 14.7MSYP 6.6M paid
- PO-2026-0755Development and testing tool licencesSYP 12.8MSYP 5.8M 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 | 24.44 | 24.39 | 24.26 | 24.43 | +0.01 | |
| 2Analysis & design | 51.94 | 51.83 | 51.54 | 51.92 | +0.03 | |
| 3Build | 122.22 | 120.98 | 118.05 | 121.94 | +0.28 | |
| 4Testing & acceptance | 61.11 | 43.03 | 0.00 | 57.07 | +4.04 | |
| 5Launch & handover | 45.83 | 32.27 | 0.00 | 42.80 | +3.03 | |
| Unallocated contingency | 9.45 | 0.00 | 0.00 | 4.73 | +4.73 | |
| Total | 315.00 | 272.50 | 193.85 | 302.89 | +12.12 |
Budget split
WBS
SYP 315M
Budget
- Management & governanceSYP 24.4M8%
- Analysis & designSYP 51.9M16%
- BuildSYP 122.2M39%
- Testing & acceptanceSYP 61.1M19%
- Launch & handoverSYP 45.8M15%
- Unallocated contingencySYP 9.5M3%
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
0.71
Off track
Schedule performance index
SPI = EV ÷ PV
1.04
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-07-27+177
SPI(t) 0.73 against the approved finish 2027-01-31
- Planned valuePV
- SYP 285.9M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 201.6M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 193.8M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 315M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +7.75 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −84.33 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.04
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.71
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 302.9M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 109M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +12.12 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.94
- 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 302.9M
- If the rest goes to planSYP 307.2M
- At cost and schedule performanceSYP 348.5M
- The PM’s bottom-up estimateSYP 302.9M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 302.9M
Variance at completion: +12.12 SYP M