Douma Wastewater Treatment Plant
Remove from watchlistA wastewater treatment plant in Douma serving the city and nearby towns, financed by the Syrian Development Fund, with the main trunk lines and treated water reused for irrigation.
Budget (BAC)
Actual cost
46% of budget
Progress
Estimate at completion
+SYP 453.9M
SPI · CPI
Forecast finish
64 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure5 March 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 April 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate2 June 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate24 November 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate5 March 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 8.6B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 4B
- Committed, not spentSYP 3.9B
- Allotted, uncommittedSYP 466.3M
- Contingency availableSYP 258.8M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 8.2B
- Original budgetwhen the first baseline was approved
- SYP 8.6B
- Approved budgetafter approved change requests
- SYP 8.6B
- Current budgetavailable to spend now
- SYP 8.6B
- Revised budgetif the pending changes are approved
- SYP 8.8B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 7.9B
- Contracts2 active contracts
- SYP 7.7B
- Purchase orders3 orders
- SYP 215M
- Remaining budgetapproved less actual
- SYP 4.6B
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 4B
- Accrualswork done, not yet invoiced
- SYP 159.8M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 9.1B
- ContingencySYP 172.5M drawn of SYP 431.3M
- SYP 258.8M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 430M (5.2%) above the estimate
- The estimate at completion is SYP 883.9M (10.8%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-03-19 · 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-51020
- WBS elements5 elements · P-2026-020.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates36 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 172.5M drawn of SYP 431.3M
- Covering realised delivery risks2026-08-29SYP 172.5M
Purchase orders
- PO-2026-0376Site monitoring and communications systemsSYP 64.5MSYP 29M paid
- PO-2025-0263Office furniture, fit-out and site suppliesSYP 103.2MSYP 103.2M paid
- PO-2024-0940Materials and soil laboratory testsSYP 47.3MSYP 47.3M 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 | 501.98 | 545.15 | 545.15 | 545.15 | −43.17 | |
| 2Design & permits | 1,003.95 | 1,090.30 | 1,090.30 | 1,090.30 | −86.35 | |
| 3Civil works | 3,179.18 | 3,070.65 | 2,359.29 | 3,261.84 | −82.66 | |
| 4MEP works | 2,509.88 | 2,177.66 | 0.00 | 2,762.92 | −253.05 | |
| 5Handover | 1,171.28 | 1,016.24 | 0.00 | 1,289.36 | −118.09 | |
| Unallocated contingency | 258.75 | 0.00 | 0.00 | 129.38 | +129.38 | |
| Total | 8,625.00 | 7,900.00 | 3,994.74 | 9,078.95 | −453.95 |
Budget split
WBS
SYP 8.6B
Budget
- Management & governanceSYP 502M6%
- Design & permitsSYP 1B12%
- Civil worksSYP 3.2B37%
- MEP worksSYP 2.5B29%
- HandoverSYP 1.2B14%
- Unallocated contingencySYP 258.8M3%
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
- 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
0.49
Off track
Schedule performance index
SPI = EV ÷ PV
0.95
Watch
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-08-30+822
SPI(t) 0.57 against the approved finish 2027-05-31
- Planned valuePV
- SYP 7.8B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 3.8B
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 4B
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 8.6B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −199.74 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −3,978.52 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.95
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.49
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 9.1B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 5.1B
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −453.95 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.04
- 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 9.1B
- If the rest goes to planSYP 8.8B
- At cost and schedule performanceSYP 14.4B
- The PM’s bottom-up estimateSYP 9.1B
- To stay within SYP 8.6B, cost performance on the rest must rise to 1.04 — above what has been achieved.
Estimate at completion at that performance
SYP 9.1B
Variance at completion: −453.95 SYP M