Madinat al-Salam Drinking-Water Network (Quneitra)
Add to watchlistRehabilitating the wells, pumping station, main reservoir and distribution network of Madinat al-Salam — closing, with 97% of the works done.
Budget (BAC)
Actual cost
96% of budget
Progress
Estimate at completion
SPI · CPI
Forecast finish
12 days behind baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate7 August 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate6 October 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate4 February 2025Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate1 September 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 1.7B split into spent, committed and left, with the estimate at completion
- Actual spendSYP 1.6B
- Committed, not spentSYP 46.3M
- Allotted, uncommittedSYP 0
- Contingency availableSYP 50.3M
Budget
- EstimatedManualFrom the project proposal — not from the finance systemthe proposal’s cost before approval
- SYP 1.5B
- Original budgetwhen the first baseline was approved
- SYP 1.7B
- Approved budgetafter approved change requests
- SYP 1.7B
- Current budgetavailable to spend now
- SYP 1.7B
- Revised budgetif the pending changes are approved
- SYP 1.7B
Commitments
- CommitmentsSyncedFrom the nightly finance-system syncsigned contracts and purchase orders
- SYP 1.7B
- Contracts1 active contract
- SYP 1.4B
- Purchase orders3 orders
- SYP 255M
- Remaining budgetapproved less actual
- SYP 66.3M
Spend & outlook
- Actual costSyncedFrom the nightly finance-system syncincluding accruals
- SYP 1.6B
- Accrualswork done, not yet invoiced
- SYP 64.3M
- Estimate at completionManualThe project manager’s estimate — not from the finance systemthe PM’s bottom-up forecast
- SYP 1.7B
- ContingencySYP 33.5M drawn of SYP 83.8M
- SYP 50.3M
Estimated vs approved budget
What the project proposal estimated before approval, against today’s approved budget and the estimate at completion
- Approved is SYP 135M (8.8%) above the estimate
- The estimate at completion is SYP 118.4M (7.7%) above the estimate
From the «project proposal & feasibility study» approved at the approval gate on 2024-07-23 · 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-51036
- WBS elements5 elements · P-2026-036.01 …
- Purchase orders3 synced · 0 manual
- Invoices & certificates20 posted · 1 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 33.5M drawn of SYP 83.8M
- Covering realised delivery risks2026-08-29SYP 33.5M
Purchase orders
- PO-2026-0968Site monitoring and communications systemsSYP 76.5MSYP 76.5M paid
- PO-2025-0855Office furniture, fit-out and site suppliesSYP 122.4MSYP 122.4M paid
- PO-2025-0742Materials and soil laboratory testsSYP 56.1MSYP 56.1M 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 | 97.49 | 99.52 | 99.52 | 99.52 | −2.03 | |
| 2Design & permits | 194.97 | 199.03 | 199.03 | 199.03 | −4.06 | |
| 3Civil works | 617.41 | 630.26 | 630.26 | 630.26 | −12.86 | |
| 4MEP works | 487.43 | 497.58 | 497.58 | 497.58 | −10.15 | |
| 5Handover | 227.47 | 228.62 | 182.28 | 206.91 | +20.56 | |
| Unallocated contingency | 50.25 | 0.00 | 0.00 | 25.13 | +25.13 | |
| Total | 1,675.00 | 1,655.00 | 1,608.66 | 1,658.42 | +16.58 |
Budget split
WBS
SYP 1.7B
Budget
- Management & governanceSYP 97.5M6%
- Design & permitsSYP 195M12%
- Civil worksSYP 617.4M37%
- MEP worksSYP 487.4M29%
- HandoverSYP 227.5M14%
- Unallocated contingencySYP 50.3M3%
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
0.97
On track
Schedule performance index
SPI = EV ÷ PV
1.01
On track
Cost performance index
CPI = EV ÷ AC
Finish by earned schedule
2027-01-25+86
SPI(t) 0.90 against the approved finish 2026-10-31
- Planned valuePV
- SYP 1.7B
- The value of the work that should be done by today.
- PV
- Earned valueEV
- SYP 1.6B
- The value of the work actually done, at plan prices.
- EV = % complete × BAC
- Actual costAC
- SYP 1.6B
- What has actually been spent on the work done.
- AC
- Budget at completionBAC
- SYP 1.7B
- The approved budget for the whole project.
- BAC
- Cost varianceCV
- +16.09 SYP M
- Earned less actual; negative means paying more than the value.
- CV = EV − AC
- Schedule varianceSV
- −50.25 SYP M
- Earned less planned; negative means behind, in value.
- SV = EV − PV
- Cost performance indexCPI
- 1.01
- Value produced per pound spent; under 1 is an overrun.
- CPI = EV ÷ AC
- Schedule performance indexSPI
- 0.97
- Work done over work planned; under 1 is behind.
- SPI = EV ÷ PV
- Estimate at completionEAC
- SYP 1.7B
- What the project will cost when it finishes, as forecast.
- EAC = BAC ÷ CPI
- Estimate to completeETC
- SYP 49.8M
- What is still to be spent to completion.
- ETC = EAC − AC
- Variance at completionVAC
- +16.58 SYP M
- Budget less the estimate; negative is an overrun.
- VAC = BAC − EAC
- To-complete performance indexTCPI
- 0.76
- 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 1.7B
- If the rest goes to planSYP 1.7B
- At cost and schedule performanceSYP 1.7B
- The PM’s bottom-up estimateSYP 1.7B
- The performance needed on the rest is below what has been achieved; the budget holds.
Estimate at completion at that performance
SYP 1.7B
Variance at completion: +16.58 SYP M