Deir ez-Zor Suspension Bridge Reconstruction
Add to watchlistRebuilding the suspension bridge over the Euphrates in Deir ez-Zor for pedestrians and cyclists, keeping its architecture, financed by the Syrian Development Fund — in planning and tendering.
Budget (BAC)
Actual cost
2% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
PlanningStage 3 of 5
Next gate:Execution12 September 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate4 February 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 April 2026Planning · Current stagePlanning · Current stage
- Gate into «Execution»DecisionNot held yetDate12 September 2026Execution · Not startedExecution · Not started
- Gate into «Closure»DecisionNot held yetClosure · 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 13B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 260M
- Committed, not spentSYP 52.5M
- Allotted, uncommittedSYP 12.3B
- Contingency availableSYP 390M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 12.7B
- Original budgetwhen the first baseline was approved
- SYP 13B
- Approved budgetafter approved change requests
- SYP 13B
- Current budgetavailable to spend now
- SYP 13B
- Revised budgetif the pending changes are approved
- SYP 13B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 312.5M
- Contracts0 active contracts
- SYP 0
- Purchase orders3 orders
- SYP 312.5M
- Remaining budgetapproved less actual
- SYP 12.7B
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 260M
- Accrualswork done, not yet invoiced
- SYP 10.4M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 13B
- ContingencySYP 260M drawn of SYP 650M
- SYP 390M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 260M (2.0%) above the estimate
- The estimate at completion is SYP 260M (2.0%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2026-01-20 · 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-51021
- WBS elements5 elements · P-2026-021.01 …
- Purchase orders2 synced · 1 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 260M drawn of SYP 650M
- Covering realised delivery risks2026-08-29SYP 260M
Purchase orders
- PO-2026-0413Site monitoring and communications systemsSYP 93.8MSYP 0 paid
- PO-2026-0300Office furniture, fit-out and site suppliesSYP 150MSYP 22.5M paid
- PO-2026-0977Materials and soil laboratory testsSYP 68.8MSYP 31M 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 | 756.60 | 262.11 | 260.00 | 764.44 | −7.84 | |
| 2Design & permits | 1,513.20 | 6.43 | 0.00 | 1,537.09 | −23.89 | |
| 3Civil works | 4,791.80 | 20.37 | 0.00 | 4,867.46 | −75.66 | |
| 4MEP works | 3,783.00 | 16.08 | 0.00 | 3,842.73 | −59.73 | |
| 5Handover | 1,765.40 | 7.51 | 0.00 | 1,793.28 | −27.88 | |
| Unallocated contingency | 390.00 | 0.00 | 0.00 | 195.00 | +195.00 | |
| Total | 13,000.00 | 312.50 | 260.00 | 13,000.00 | +0.00 |
Budget split
WBS
SYP 13B
Budget
- Management & governanceSYP 756.6M6%
- Design & permitsSYP 1.5B12%
- Civil worksSYP 4.8B37%
- MEP worksSYP 3.8B29%
- HandoverSYP 1.8B14%
- Unallocated contingencySYP 390M3%
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
0.17
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2033-04-04+1,555
SPI(t) 0.39 against the approved finish 2028-12-31
- Planned valuePV
- SYP 1.5B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 260M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 260M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 13B
- 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
- −1,246.66 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
- 0.17
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 13B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 12.7B
- 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 13B
- If the rest goes to planSYP 13B
- At cost and schedule performanceSYP 74.1B
- The PM’s bottom-up estimateSYP 13B
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 13B
Variance at completion: +0.00 SYP M