Preparing the 2026–2028 Medium-Term Plan & Governorate Plans
Add to watchlistPreparing the 2026–2028 medium-term plan in place of the five-year plans, development plans for the 14 governorates and scorecards that tie projects to the framework’s pillars.
Budget (BAC)
Actual cost
70% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ExecutionStage 4 of 5
Next gate:Closure27 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate4 March 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 May 2026Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate8 June 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 80M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 56M
- Committed, not spentSYP 19M
- Allotted, uncommittedSYP 2.6M
- Contingency availableSYP 2.4M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 82.5M
- Original budgetwhen the first baseline was approved
- SYP 80M
- Approved budgetafter approved change requests
- SYP 80M
- Current budgetavailable to spend now
- SYP 80M
- Revised budgetif the pending changes are approved
- SYP 80M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 75M
- Contracts1 active contract
- SYP 72.5M
- Purchase orders1 order
- SYP 2.5M
- Remaining budgetapproved less actual
- SYP 24M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 56M
- Accrualswork done, not yet invoiced
- SYP 2.2M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 80M
- ContingencySYP 1.6M drawn of SYP 4M
- SYP 2.4M
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 (3.0%) below the estimate
- The estimate at completion is SYP 2.5M (3.0%) below the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2026-02-17 · 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-21028
- WBS elements5 elements · P-2026-028.01 …
- Purchase orders1 synced · 0 manual
- Invoices & certificates3 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 1.6M drawn of SYP 4M
- Covering realised delivery risks2026-08-29SYP 1.6M
Purchase orders
- PO-2026-0446Stakeholder workshops and interviewsSYP 2.5MSYP 1.1M 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 | 7.76 | 7.99 | 7.99 | 7.99 | −0.23 | |
| 2Diagnosis | 15.52 | 15.99 | 15.99 | 15.99 | −0.47 | |
| 3Design | 23.28 | 23.98 | 23.98 | 23.98 | −0.70 | |
| 4Implementation | 23.28 | 20.63 | 8.03 | 23.14 | +0.14 | |
| 5Handover & knowledge transfer | 7.76 | 6.41 | 0.00 | 7.69 | +0.07 | |
| Unallocated contingency | 2.40 | 0.00 | 0.00 | 1.20 | +1.20 | |
| Total | 80.00 | 75.00 | 56.00 | 80.00 | +0.00 |
Budget split
WBS
SYP 80M
Budget
- Management & governanceSYP 7.8M10%
- DiagnosisSYP 15.5M19%
- DesignSYP 23.3M29%
- ImplementationSYP 23.3M29%
- Handover & knowledge transferSYP 7.8M10%
- Unallocated contingencySYP 2.4M3%
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
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
0.83
Off track
Schedule performance index
SPI = EV ÷ PV
1.00
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-01-24+40
SPI(t) 0.85 against the approved finish 2026-12-15
- Planned valuePV
- SYP 67.5M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 56M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 56M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 80M
- 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
- −11.50 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
- 0.83
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 80M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 24M
- 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 80M
- If the rest goes to planSYP 80M
- At cost and schedule performanceSYP 84.9M
- The PM’s bottom-up estimateSYP 80M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 80M
Variance at completion: +0.00 SYP M