Portfolio · PF-CAP
The SCA Academy campus in Riyadh, the Jeddah branch and centre, and the qualification centres in Hail and Wadi Al-Dawasir.
incl. SAR 46M unallocated reserve
49% of budget
Estimate at completion
1% realised
was 61 in May
Manager
Eng. Abdulrahman S. Al-Harbi
Dean, SCA Academy
Owner
Eng. Turki A. Al-Anazi
Head, Qualification & Training Sector
Programmes4 projects
Academy Owned Premises Programme31%Branches & Regional Centres Programme45%AI insight
Most of it comes from “SCA Academy Campus, Riyadh” (SPI 0.70) and “Jeddah Branch & Qualification Centre” (SPI 0.78). Fixing those two lifts the portfolio towards 61 within two quarters.
Σ each project’s relative weight × its actual progress, under the approved project weight model
The project’s weight from the model, its relative weight among the portfolio’s counted projects, and what it adds
| Project | Project weight | Relative weight | Actual progress | Weight × progress |
|---|---|---|---|---|
| SCA Academy Campus, Riyadh | 89.0 | 27.3% | 57% | 15.6% |
| Jeddah Branch & Qualification Centre | 82.0 | 25.2% | 39% | 9.8% |
| Hail Vocational Qualification Centre | 80.0 | 24.5% | 52% | 12.8% |
| Wadi Al-Dawasir Vocational Qualification CentreSuspended — progress frozen | 75.0 | 23.0% | 1% | 0.2% |
| Portfolio progress | 38.4% | |||
38.4%
Portfolio progress = Σ (project relative weight × actual progress). Relative weight = the project’s weight ÷ the weights of the counted projects, so they add up to 100%.
The health score from eight weighted dimensions, and the schedule and cost indices over six months.
Score × weight = points
| Dimension | Score | Weight | Points |
|---|---|---|---|
| Schedule | 42 | 20% | 8.4 |
| Cost | 50 | 20% | 10.0 |
| Risk | 30 | 15% | 4.5 |
| Scope | 64 | 10% | 6.4 |
| Quality | 75 | 10% | 7.5 |
| Resources | 58 | 10% | 5.8 |
| Stakeholders | 60 | 5% | 3.0 |
| Benefits | 64 | 10% | 6.4 |
| Total | 52 | ||
Health-score trend
May – October 2026
May – October 2026
0.79
Off track
Schedule performance index
Progress 38% / Planned 49%
0.88
Off track
Cost performance index
Actual spend SAR 658.2M
Both indices over time
risk across, strategic value up, bubble size by budget. Click a bubble for a quick look at the project.
Portfolio project map
Rank the projects for funding; your order is kept and goes to the 2027 planning cycle.
Portfolio priorities 2026–2027
Why the portfolio exists: the strategic objectives it serves and the KPIs its projects move.
76% achieved of a 85% target1 project contribute
77% achieved of a 80% target4 projects contribute
83% achieved of a 90% target1 project contribute
Where the budget goes, why the forecast differs from it, and the value it returns.
Each programme’s gap between its projects’ budget and their forecast
| Category | Change | Running total |
|---|---|---|
| Approved budget | SAR 1.3B | SAR 1.3B |
| Unallocated reserve | −SAR 46M | SAR 1.3B |
| Academy Owned Premises Programme | +SAR 140.5M | SAR 1.4B |
| Branches & Regional Centres Programme | +SAR 38.6M | SAR 1.5B |
| Estimate at completion | SAR 1.5B | SAR 1.5B |
Budget use
SAR 1.9B
Expected value
| Category | Value | Share |
|---|---|---|
| Cost saving | SAR 874M | 46% |
| Beneficiary satisfaction | SAR 570M | 30% |
| Sustainability (ESG) | SAR 266M | 14% |
| Revenue | SAR 190M | 10% |
| Total | SAR 1.9B | 100% |
Value realised
SAR 21.5M
Expected value SAR 1.9B
34% of what was planned by today
A programme’s performance is computed from its projects. Click a project for a quick look.
PG-05 · 2 projects
Academy Owned Premises Programme
Planned to date 45%
PG-06 · 2 projects
Branches & Regional Centres Programme
Planned to date 53%
Display options
| SCA Academy Campus, RiyadhPRJ-2026-007 | PG-05 | 4Execution | Critical | 57% | 27.3% | P1P1 · Top priority — score 81 of 100 | 640M | 780.5M+22.0% | 0.70Schedule performance index · 0.70 | 0.82Cost performance index · 0.82 | Risk score · Weak |
| Jeddah Branch & Qualification CentrePRJ-2026-006 | PG-06 | 4Execution | Off track | 39% | 25.2% | P1P1 · Top priority — score 79 of 100 | 286M | 321.3M+12.4% | 0.78Schedule performance index · 0.78 | 0.89Cost performance index · 0.89 | Risk score · Weak |
| Wadi Al-Dawasir Vocational Qualification CentrePRJ-2026-033 | PG-05 | 3Planning | On hold | 2% | 23.0% | P2P2 · High priority — score 61 of 100 | 210M | 210M0.0% | 1.00Schedule performance index · 1.00 | 1.00Cost performance index · 1.00 | Risk score · Weak |
| Hail Vocational Qualification CentrePRJ-2026-019 | PG-06 | 4Execution | At risk | 52% | 24.5% | P2P2 · High priority — score 73 of 100 | 158M | 161.2M+2.0% | 0.93Schedule performance index · 0.93 | 0.98Cost performance index · 0.98 | Risk score · Good |
| Total · 4 | 1.3B | 1.5B |
Open threats across the portfolio’s projects. Click a cell on the map to filter the list.
7 risks
Impact
| Probability \ Impact | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|
| 5 | 0 · Low | 0 · Medium | 0 · High | 2 · Critical | 0 · Critical |
| 4 | 0 · Low | 0 · Medium | 1 · Medium | 2 · High | 0 · Critical |
| 3 | 0 · Low | 0 · Low | 1 · Medium | 0 · Medium | 1 · High |
| 2 | 0 · Low | 0 · Low | 0 · Low | 0 · Medium | 0 · Medium |
| 1 | 0 · Low | 0 · Low | 0 · Low | 0 · Low | 0 · Low |
Top risks
Approval: Bid Evaluation & Award Committee Approved DEC-2026-043Replacement bank guarantee for the Jeddah branch contractor accepted
2026-10-27 10:00Rejection: Project Approval Committee Hold DEC-2026-041Wadi Al-Dawasir centre on hold until the land is handed over
2026-10-22 10:00Rejection: Change Committee Hold DEC-2026-040Academy campus extension deferred pending the independent engineer’s report
2026-10-21 10:00Approval: Projects Steering Committee Approved DEC-2026-037Academy campus contractor claims referred to dispute resolution
2026-10-13 10:00Rejection: Executive Committee Cancel DEC-2026-044Temporary training building cancelled in favour of the Academy campus
2026-09-08 10:00Approval: Change Committee Approved DEC-2026-033Variation to redesign the Jeddah centre training halls approved
2026-04-21 10:00
