Medium-Term Plan Implementation Tracker (ministries & governorates)
Add to watchlistA system that follows each ministry’s and governorate’s delivery of the 2026–2028 medium-term plan and the steering committee’s recommendations, with progress indicators and delay alerts.
Budget (BAC)
Actual cost
1% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
InitiationStage 2 of 5
Next gate:Planning6 September 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate8 July 2026Initiation · Current stageInitiation · Current stage
- Gate into «Planning»DecisionNot held yetDate6 September 2026Planning · Not startedPlanning · Not started
- Gate into «Execution»DecisionNot held yetExecution · 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 700M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 7M
- Committed, not spentSYP 8M
- Allotted, uncommittedSYP 664M
- Contingency availableSYP 21M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 700M
- Original budgetwhen the first baseline was approved
- SYP 700M
- Approved budgetafter approved change requests
- SYP 700M
- Current budgetavailable to spend now
- SYP 700M
- Revised budgetif the pending changes are approved
- SYP 700M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 15M
- Contracts0 active contracts
- SYP 0
- Purchase orders1 order
- SYP 15M
- Remaining budgetapproved less actual
- SYP 693M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 7M
- Accrualswork done, not yet invoiced
- SYP 280K
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 700M
- ContingencySYP 14M drawn of SYP 35M
- SYP 21M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved equals the estimate
- The estimate at completion is SYP 0 (0.0%) below the estimate
From proposal DMD-2026-003 in the annual work plan — its estimated cost
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-31023
- WBS elements5 elements · P-2026-023.01 …
- Purchase orders0 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 14M drawn of SYP 35M
- Covering realised delivery risks2026-08-29SYP 14M
Purchase orders
- PO-2026-0261Development and testing tool licencesSYP 15MSYP 0 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 | 54.32 | 7.56 | 7.00 | 55.06 | −0.74 | |
| 2Analysis & design | 115.43 | 1.37 | 0.00 | 117.23 | −1.80 | |
| 3Build | 271.60 | 3.23 | 0.00 | 275.84 | −4.24 | |
| 4Testing & acceptance | 135.80 | 1.62 | 0.00 | 137.92 | −2.12 | |
| 5Launch & handover | 101.85 | 1.21 | 0.00 | 103.44 | −1.59 | |
| Unallocated contingency | 21.00 | 0.00 | 0.00 | 10.50 | +10.50 | |
| Total | 700.00 | 15.00 | 7.00 | 700.00 | +0.00 |
Budget split
WBS
SYP 700M
Budget
- Management & governanceSYP 54.3M8%
- Analysis & designSYP 115.4M16%
- BuildSYP 271.6M39%
- Testing & acceptanceSYP 135.8M19%
- Launch & handoverSYP 101.9M15%
- Unallocated contingencySYP 21M3%
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
0.23
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2029-08-21+599
SPI(t) 0.45 against the approved finish 2027-12-31
- Planned valuePV
- SYP 30.1M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 7M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 7M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 700M
- 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
- −23.08 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
- 0.23
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 700M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 693M
- 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 700M
- If the rest goes to planSYP 700M
- At cost and schedule performanceSYP 3B
- The PM’s bottom-up estimateSYP 700M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 700M
Variance at completion: +0.00 SYP M