Suwayda Drinking-Water Network from Al-Ain Dam
Add to watchlistRehabilitating the trunk lines from Al-Ain dam, the pumping station, the reservoirs and the distribution networks of As-Suwayda city — more water per person and less loss.
Budget (BAC)
Actual cost
35% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure4 August 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate13 August 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate12 October 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate4 February 2026Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate4 August 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 1.1B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 370.6M
- Committed, not spentSYP 529.4M
- Allotted, uncommittedSYP 118.5M
- Contingency availableSYP 31.5M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 977.5M
- Original budgetwhen the first baseline was approved
- SYP 1.1B
- Approved budgetafter approved change requests
- SYP 1.1B
- Current budgetavailable to spend now
- SYP 1.1B
- Revised budgetif the pending changes are approved
- SYP 1.1B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 900M
- Contracts1 active contract
- SYP 825M
- Purchase orders2 orders
- SYP 75M
- Remaining budgetapproved less actual
- SYP 679.4M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 370.6M
- Accrualswork done, not yet invoiced
- SYP 14.8M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 1B
- ContingencySYP 21M drawn of SYP 52.5M
- SYP 31.5M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 72.5M (7.4%) above the estimate
- The estimate at completion is SYP 51.9M (5.3%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-07-29 · 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-41025
- WBS elements5 elements · P-2026-025.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificates7 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 21M drawn of SYP 52.5M
- Covering realised delivery risks2026-08-29SYP 21M
Purchase orders
- PO-2026-0448Office furniture, fit-out and site suppliesSYP 51.4MSYP 23.2M paid
- PO-2026-0335Materials and soil laboratory testsSYP 23.6MSYP 10.6M 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 | 61.11 | 61.79 | 61.79 | 61.79 | −0.68 | |
| 2Design & permits | 122.22 | 123.58 | 123.58 | 123.58 | −1.36 | |
| 3Civil works | 387.03 | 349.61 | 185.23 | 384.90 | +2.13 | |
| 4MEP works | 305.55 | 248.89 | 0.00 | 302.32 | +3.23 | |
| 5Handover | 142.59 | 116.15 | 0.00 | 141.08 | +1.51 | |
| Unallocated contingency | 31.50 | 0.00 | 0.00 | 15.75 | +15.75 | |
| Total | 1,050.00 | 900.00 | 370.59 | 1,029.41 | +20.59 |
Budget split
WBS
SYP 1.1B
Budget
- Management & governanceSYP 61.1M6%
- Design & permitsSYP 122.2M12%
- Civil worksSYP 387M37%
- MEP worksSYP 305.6M29%
- HandoverSYP 142.6M14%
- Unallocated contingencySYP 31.5M3%
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
0.64
Off track
Schedule performance index
SPI = EV ÷ PV
1.02
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2028-05-28+241
SPI(t) 0.75 against the approved finish 2027-09-30
- Planned valuePV
- SYP 590.5M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 378M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 370.6M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 1.1B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +7.41 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −212.47 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.02
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.64
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 1B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 658.8M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +20.59 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.99
- 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 1B
- If the rest goes to planSYP 1B
- At cost and schedule performanceSYP 1.4B
- The PM’s bottom-up estimateSYP 1B
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 1B
Variance at completion: +20.59 SYP M