Digital Signature & e-Verification of Government Documents — Phase 1
Add to watchlistPhase 1 of digital signatures on government documents with a scannable verification code, starting with civil-registry documents and school certificates.
Budget (BAC)
Actual cost
97% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
20 days behind baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate7 February 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate7 April 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate18 June 2024Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate25 May 2025Closure · 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 205M split into spent, committed and left, with the estimate at completion
- Actual spendSYP 199M
- Committed, not spentSYP 971K
- Allotted, uncommittedSYP 0
- Contingency availableSYP 6.2M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 192.5M
- Original budgetwhen the first baseline was approved
- SYP 205M
- Approved budgetafter approved change requests
- SYP 205M
- Current budgetavailable to spend now
- SYP 205M
- Revised budgetif the pending changes are approved
- SYP 205M
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 200M
- Contracts1 active contract
- SYP 172.5M
- Purchase orders2 orders
- SYP 27.5M
- Remaining budgetapproved less actual
- SYP 6M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 199M
- Accrualswork done, not yet invoiced
- SYP 8M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 199M
- ContingencySYP 4.1M drawn of SYP 10.3M
- SYP 6.2M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 12.5M (6.5%) above the estimate
- The estimate at completion is SYP 6.5M (3.4%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-01-23 · 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-61031
- WBS elements5 elements · P-2026-031.01 …
- Purchase orders2 synced · 0 manual
- Invoices & certificates10 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 4.1M drawn of SYP 10.3M
- Covering realised delivery risks2026-08-29SYP 4.1M
Purchase orders
- PO-2024-0670Test-environment servers and devicesSYP 14.7MSYP 14.7M paid
- PO-2024-0557Development and testing tool licencesSYP 12.8MSYP 12.8M 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 | 15.91 | 16.12 | 15.92 | 15.31 | +0.60 | |
| 2Analysis & design | 33.80 | 34.03 | 33.83 | 33.22 | +0.58 | |
| 3Build | 79.54 | 79.81 | 79.61 | 79.00 | +0.54 | |
| 4Testing & acceptance | 39.77 | 40.00 | 39.81 | 39.19 | +0.58 | |
| 5Launch & handover | 29.83 | 30.05 | 29.85 | 29.24 | +0.59 | |
| Unallocated contingency | 6.15 | 0.00 | 0.00 | 3.08 | +3.08 | |
| Total | 205.00 | 200.00 | 199.03 | 199.03 | +5.97 |
Budget split
WBS
SYP 205M
Budget
- Management & governanceSYP 15.9M8%
- Analysis & designSYP 33.8M16%
- BuildSYP 79.5M39%
- Testing & acceptanceSYP 39.8M19%
- Launch & handoverSYP 29.8M15%
- Unallocated contingencySYP 6.2M3%
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
1.03
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2025-07-30+30
SPI(t) 0.94 against the approved finish 2025-06-30
- Planned valuePV
- SYP 205M
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 205M
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 199M
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 205M
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +5.97 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
- 1.03
- 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 199M
- 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
- +5.97 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 199M
- If the rest goes to planSYP 199M
- At cost and schedule performanceSYP 199M
- The PM’s bottom-up estimateSYP 199M
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 199M
Variance at completion: +5.97 SYP M