Baniyas Pilot Seawater Desalination Plant
Add to watchlistA pilot seawater desalination plant in Baniyas to test the technology and cost before scaling along the coast — paused while its allocation in the investment plan is confirmed.
Budget (BAC)
Actual cost
8% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
123 days behind baseline
PlanningStage 3 of 5
Next gate:Execution24 April 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 December 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate1 February 2026Planning · Current stagePlanning · Current stage
- Gate into «Execution»DecisionNot held yetDate24 April 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 825M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 66M
- Committed, not spentSYP 11.5M
- Allotted, uncommittedSYP 722.8M
- Contingency availableSYP 24.8M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 792.5M
- Original budgetwhen the first baseline was approved
- SYP 825M
- Approved budgetafter approved change requests
- SYP 825M
- Current budgetavailable to spend now
- SYP 825M
- Revised budgetif the pending changes are approved
- SYP 825M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 77.5M
- Contracts0 active contracts
- SYP 0
- Purchase orders2 orders
- SYP 77.5M
- Remaining budgetapproved less actual
- SYP 759M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 66M
- Accrualswork done, not yet invoiced
- SYP 2.6M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 825M
- ContingencySYP 16.5M drawn of SYP 41.3M
- SYP 24.8M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 32.5M (4.1%) above the estimate
- The estimate at completion is SYP 32.5M (4.1%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-11-18 · 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-51026
- WBS elements5 elements · P-2026-026.01 …
- Purchase orders2 synced · 0 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 16.5M drawn of SYP 41.3M
- Covering realised delivery risks2026-08-29SYP 16.5M
Purchase orders
- PO-2026-0485Energy audit, measurement and verificationSYP 31MSYP 14M paid
- PO-2026-0372Smart energy meters and metering devicesSYP 46.5MSYP 20.9M 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 | 48.02 | 49.62 | 49.62 | 49.62 | −1.61 | |
| 2Design & permits | 96.03 | 17.62 | 16.38 | 97.20 | −1.17 | |
| 3Civil works | 304.10 | 4.75 | 0.00 | 308.54 | −4.45 | |
| 4MEP works | 240.08 | 3.75 | 0.00 | 243.59 | −3.51 | |
| 5Handover | 112.04 | 1.75 | 0.00 | 113.67 | −1.64 | |
| Unallocated contingency | 24.75 | 0.00 | 0.00 | 12.38 | +12.38 | |
| Total | 825.00 | 77.50 | 66.00 | 825.00 | +0.00 |
Budget split
WBS
SYP 825M
Budget
- Management & governanceSYP 48M6%
- Design & permitsSYP 96M12%
- Civil worksSYP 304.1M37%
- MEP worksSYP 240.1M29%
- HandoverSYP 112M14%
- Unallocated contingencySYP 24.8M3%
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
0.15
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2030-05-22+1,057
SPI(t) 0.33 against the approved finish 2027-06-30
- Planned valuePV
- SYP 448.9M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 66M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 66M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 825M
- 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
- −382.86 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
- 0.15
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 825M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 759M
- 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 825M
- If the rest goes to planSYP 825M
- At cost and schedule performanceSYP 5.2B
- The PM’s bottom-up estimateSYP 825M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 825M
Variance at completion: +0.00 SYP M