National Project Risk & Continuity Framework
Add to watchlistOne policy and set of registers for national project risk and business continuity, adopted by the ministries, with training for risk coordinators.
Budget (BAC)
Actual cost
96% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
On baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate8 January 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate9 March 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate3 June 2025Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate19 July 2026Closure · Current stageClosure · Current stage
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 90M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 86.5M
- Committed, not spentSYP 962K
- Allotted, uncommittedSYP 0
- Contingency availableSYP 2.7M
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 90M
- Approved budgetafter approved change requests
- SYP 90M
- Current budgetavailable to spend now
- SYP 90M
- Revised budgetif the pending changes are approved
- SYP 90M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 87.5M
- Contracts0 active contracts
- SYP 0
- Purchase orders2 orders
- SYP 87.5M
- Remaining budgetapproved less actual
- SYP 3.5M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 86.5M
- Accrualswork done, not yet invoiced
- SYP 3.5M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 86.5M
- ContingencySYP 1.8M drawn of SYP 4.5M
- SYP 2.7M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 7.5M (9.1%) above the estimate
- The estimate at completion is SYP 4M (4.9%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-12-24 · 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-21030
- WBS elements5 elements · P-2026-030.01 …
- 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 1.8M drawn of SYP 4.5M
- Covering realised delivery risks2026-08-29SYP 1.8M
Purchase orders
- PO-2025-0633Analytics and dashboard tool licencesSYP 40.8MSYP 40.8M paid
- PO-2025-0520Stakeholder workshops and interviewsSYP 46.7MSYP 46.7M 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 | 8.73 | 8.75 | 8.65 | 8.52 | +0.21 | |
| 2Diagnosis | 17.46 | 17.50 | 17.31 | 17.04 | +0.42 | |
| 3Design | 26.19 | 26.25 | 25.96 | 25.56 | +0.63 | |
| 4Implementation | 26.19 | 26.25 | 25.96 | 25.56 | +0.63 | |
| 5Handover & knowledge transfer | 8.73 | 8.75 | 8.65 | 8.52 | +0.21 | |
| Unallocated contingency | 2.70 | 0.00 | 0.00 | 1.35 | +1.35 | |
| Total | 90.00 | 87.50 | 86.54 | 86.54 | +3.46 |
Budget split
WBS
SYP 90M
Budget
- Management & governanceSYP 8.7M10%
- DiagnosisSYP 17.5M19%
- DesignSYP 26.2M29%
- ImplementationSYP 26.2M29%
- Handover & knowledge transferSYP 8.7M10%
- Unallocated contingencySYP 2.7M3%
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
1.00
On track
Schedule performance index
SPI = EV ÷ PV
1.04
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2026-08-31
SPI(t) 1.00 against the approved finish 2026-08-31
- Planned valuePV
- SYP 90M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 90M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 86.5M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 90M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +3.46 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- +0.00 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.04
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 1.00
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 86.5M
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 0
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +3.46 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.00
- 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 86.5M
- If the rest goes to planSYP 86.5M
- At cost and schedule performanceSYP 86.5M
- The PM’s bottom-up estimateSYP 86.5M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 86.5M
Variance at completion: +3.46 SYP M