Hasakah Wheat Digital Crop Survey
Add to watchlistA field survey with tablets and satellite imagery of the wheat area and expected yield in Al-Hasakah, with the Ministry of Agriculture, to plan grain reception and marketing.
Budget (BAC)
Actual cost
64% of budget
Progress
Estimate at completion
+SYP 3.3M
SPI · CPI
Forecast finish
31 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure27 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 September 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate2 November 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate9 January 2026Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate27 November 2026Closure · 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 160M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 102.9M
- Committed, not spentSYP 34.6M
- Allotted, uncommittedSYP 17.7M
- Contingency availableSYP 4.8M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 157.5M
- Original budgetwhen the first baseline was approved
- SYP 160M
- Approved budgetafter approved change requests
- SYP 160M
- Current budgetavailable to spend now
- SYP 160M
- Revised budgetif the pending changes are approved
- SYP 160M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 137.5M
- Contracts1 active contract
- SYP 122.5M
- Purchase orders1 order
- SYP 15M
- Remaining budgetapproved less actual
- SYP 57.1M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 102.9M
- Accrualswork done, not yet invoiced
- SYP 4.1M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 163.3M
- ContingencySYP 3.2M drawn of SYP 8M
- SYP 4.8M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 2.5M (1.6%) above the estimate
- The estimate at completion is SYP 5.8M (3.7%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2025-08-19 · 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-51027
- WBS elements5 elements · P-2026-027.01 …
- Purchase orders1 synced · 0 manual
- Invoices & certificates6 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 3.2M drawn of SYP 8M
- Covering realised delivery risks2026-08-29SYP 3.2M
Purchase orders
- PO-2026-0409Development and testing tool licencesSYP 15MSYP 6.8M 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 | 12.42 | 13.06 | 13.06 | 13.06 | −0.65 | |
| 2Analysis & design | 26.38 | 27.76 | 27.76 | 27.76 | −1.37 | |
| 3Build | 62.08 | 62.07 | 62.04 | 62.08 | −0.00 | |
| 4Testing & acceptance | 31.04 | 19.78 | 0.00 | 33.12 | −2.08 | |
| 5Launch & handover | 23.28 | 14.84 | 0.00 | 24.84 | −1.56 | |
| Unallocated contingency | 4.80 | 0.00 | 0.00 | 2.40 | +2.40 | |
| Total | 160.00 | 137.50 | 102.86 | 163.27 | −3.27 |
Budget split
WBS
SYP 160M
Budget
- Management & governanceSYP 12.4M8%
- Analysis & designSYP 26.4M16%
- BuildSYP 62.1M39%
- Testing & acceptanceSYP 31M19%
- Launch & handoverSYP 23.3M15%
- Unallocated contingencySYP 4.8M3%
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
0.67
Off track
Schedule performance index
SPI = EV ÷ PV
0.98
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-07-13+194
SPI(t) 0.69 against the approved finish 2026-12-31
- Planned valuePV
- SYP 151.1M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 100.8M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 102.9M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 160M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- −2.06 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −50.34 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 0.98
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.67
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 163.3M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 60.4M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- −3.27 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 1.04
- 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 163.3M
- If the rest goes to planSYP 162.1M
- At cost and schedule performanceSYP 193.4M
- The PM’s bottom-up estimateSYP 163.3M
- To stay within SYP 160M, cost performance on the rest must rise to 1.04 — above what has been achieved.
Estimate at completion at that performance
SYP 163.3M
Variance at completion: −3.27 SYP M