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Budget (BAC)
Actual cost
0% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
Pre-startStage 1 of 5
Next gate:Initiation4 November 2026
- Pre-start · Current stagePre-start · Current stage
- Gate into «Initiation»DecisionNot held yetDate4 November 2026Initiation · Not startedInitiation · Not started
- Gate into «Planning»DecisionNot held yetPlanning · 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 2.8B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 0
- Committed, not spentSYP 0
- Allotted, uncommittedSYP 2.7B
- Contingency availableSYP 82.5M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 2.5B
- Original budgetwhen the first baseline was approved
- SYP 2.8B
- Approved budgetafter approved change requests
- SYP 2.8B
- Current budgetavailable to spend now
- SYP 2.8B
- Revised budgetif the pending changes are approved
- SYP 2.8B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 0
- Contracts0 active contracts
- SYP 0
- Purchase orders0 orders
- SYP 0
- Remaining budgetapproved less actual
- SYP 2.8B
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 0
- Accrualswork done, not yet invoiced
- SYP 0
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 2.8B
- ContingencySYP 55M drawn of SYP 137.5M
- SYP 82.5M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 275M (11.1%) above the estimate
- The estimate at completion is SYP 275M (11.1%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2026-10-20 · 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-61024
- WBS elements5 elements · P-2026-024.01 …
- Purchase ordersNo purchase orders
- 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 55M drawn of SYP 137.5M
- Covering realised delivery risks2026-08-29SYP 55M
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 | 213.40 | 0.00 | 0.00 | 216.70 | −3.30 | |
| 2Analysis & design | 453.48 | 0.00 | 0.00 | 460.49 | −7.01 | |
| 3Build | 1,067.00 | 0.00 | 0.00 | 1,083.50 | −16.50 | |
| 4Testing & acceptance | 533.50 | 0.00 | 0.00 | 541.75 | −8.25 | |
| 5Launch & handover | 400.13 | 0.00 | 0.00 | 406.31 | −6.19 | |
| Unallocated contingency | 82.50 | 0.00 | 0.00 | 41.25 | +41.25 | |
| Total | 2,750.00 | 0.00 | 0.00 | 2,750.00 | +0.00 |
Budget split
WBS
SYP 2.8B
Budget
- Management & governanceSYP 213.4M8%
- Analysis & designSYP 453.5M16%
- BuildSYP 1.1B39%
- Testing & acceptanceSYP 533.5M19%
- Launch & handoverSYP 400.1M15%
- Unallocated contingencySYP 82.5M3%
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
0.00
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2033-08-26+1,699
SPI(t) 0.00 against the approved finish 2028-12-31
- Planned valuePV
- SYP 13.9M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 0
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 0
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 2.8B
- 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
- −13.93 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
- 0.00
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 2.8B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 2.8B
- 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 2.8B
- If the rest goes to planSYP 2.8B
- At cost and schedule performanceSYP 2.8B
- The PM’s bottom-up estimateSYP 2.8B
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 2.8B
Variance at completion: +0.00 SYP M