Portfolio · PF-TECH

Technology & Enterprise Systems Portfolio

At risk

Technology infrastructure, cloud, cybersecurity, enterprise systems, Mimar and the links with government systems.

What-if scenarios

Approved budget: SAR 365M
Actual spend: SAR 245.7M
EAC: SAR 376M+3.0%
Expected value: SAR 520M
Health score: 71−3

Manager

Eng. Nayef H. Al-Buqami

Director General, Information Technology

Owner

Eng. Majed S. Al-Rasheed

Head, Digital Transformation Sector

Programmes7 projects

Digital Infrastructure & Security Programme⁦69%⁩Enterprise Systems & Government Integration Programme⁦62%⁩

On track 3At risk 3Off track 1

AI insight

⁦4⁩ projects in this portfolio are pulling its health down

Most of it comes from “SCA ERP System” (SPI ⁦0.82⁩) and “SCA Systems Migration to the Cloud” (SPI ⁦0.89⁩). Fixing those two lifts the portfolio towards ⁦80⁩ within two quarters.

Confidence⁦81%⁩

Weighted portfolio progress

Σ each project’s relative weight × its actual progress, under the approved project weight model

What each project adds to portfolio progress

The project’s weight from the model, its relative weight among the portfolio’s counted projects, and what it adds

Project weight

Project	Project weight	Relative weight	Actual progress	Weight × progress
SCA ERP System	71.0	⁦16.4%⁩	⁦61%⁩	⁦10.0%⁩
SCA Backup Data Centre	71.0	⁦16.4%⁩	⁦72%⁩	⁦11.8%⁩
SCA Systems Migration to the Cloud	69.0	⁦15.9%⁩	⁦47%⁩	⁦7.5%⁩
SCA Cybersecurity Programme	66.0	⁦15.2%⁩	⁦88%⁩	⁦13.4%⁩
Mimar — Unified Building Journey & Government Integration	59.0	⁦13.6%⁩	⁦6%⁩	⁦0.8%⁩
Correspondence & Document Management System (DMS)	50.0	⁦11.5%⁩	⁦95%⁩	⁦10.9%⁩
HR Self-Service	48.0	⁦11.1%⁩	⁦100%⁩	⁦11.1%⁩
Portfolio progress				⁦65.4%⁩

How it is computed

⁦65.4%⁩

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%.

· Proposed and cancelled projects never count.
· Left out of this portfolio now: ⁦0⁩
· For comparison: weighting by budget alone gives ⁦65.4%⁩

Suspended projects

Open the project weight model

Portfolio health & performance

The health score from eight weighted dimensions, and the schedule and cost indices over six months.

Health-score breakdown

Score × weight = points

71At risk

Dimension	Score	Weight	Points
Schedule	66	⁦20%⁩	13.2
Cost	74	⁦20%⁩	14.8
Risk	58	⁦15%⁩	8.7
Scope	78	⁦10%⁩	7.8
Quality	80	⁦10%⁩	8.0
Resources	67	⁦10%⁩	6.7
Stakeholders	76	⁦5%⁩	3.8
Benefits	80	⁦10%⁩	8.0
Total			71

Health-score trend

May – October 2026

7471

Financial & schedule performance

May – October 2026

0.91

Watch

Schedule performance index

Progress ⁦65%⁩ / Planned ⁦70%⁩

0.94

Watch

Cost performance index

Actual spend SAR 245.7M

Both indices over time

Schedule performance index
Cost performance index

Portfolio project map

risk across, strategic value up, bubble size by budget. Click a bubble for a quick look at the project.

Portfolio project map

On track
At risk
Off track

Approved budget · SAR 148M

Funding priority order

Rank the projects for funding; your order is kept and goes to the 2027 planning cycle.

1SCA Cybersecurity ProgrammePRJ-2026-005·Priority score 85On track
2SCA Backup Data CentrePRJ-2026-003·Priority score 82At risk
3SCA Systems Migration to the CloudPRJ-2026-009·Priority score 77At risk
4SCA ERP SystemPRJ-2026-001·Priority score 74Off track
5Mimar — Unified Building Journey & Government IntegrationPRJ-2026-011·Priority score 66On track
6Correspondence & Document Management System (DMS)PRJ-2026-017·Priority score 62At risk

Portfolio priorities 2026–2027

Recover the SCA ERPOff track at SPI 0.82 and blocking the case and judgment archive.
Host 50% of SCA systems on a licensed in-Kingdom cloudConditional on the SCA backup data centre being ready.
Full compliance with the NCA Essential Cybersecurity Controls91% today against a 95% target.

Objectives & KPIs

Why the portfolio exists: the strategic objectives it serves and the KPIs its projects move.

Objectives the portfolio serves

SO-4.1Strong technical capabilitiesOn track
⁦88%⁩ achieved of a ⁦90%⁩ target3 projects contribute
SO-4.2A mature operating model and accountabilityAt risk
⁦85%⁩ achieved of a ⁦90%⁩ target2 projects contribute
SO-4.3A sustainable financial baseAt risk
⁦83%⁩ achieved of a ⁦90%⁩ target4 projects contribute

Savings from spend rationalisation

61SAR M

⁦+6⁩

Target 85⁦72%⁩

SCA systems hosted in the cloud

47%

⁦+2⁩

Target 50%⁦94%⁩

Compliance with NCA Essential Cybersecurity Controls

91%

⁦+1⁩

Target 95%⁦96%⁩

Projects compliant with the delivery methodology

84%

⁦+2⁩

Target 90%⁦93%⁩

Budget & value

Where the budget goes, why the forecast differs from it, and the value it returns.

From approved budget to estimate at completion

Each programme’s gap between its projects’ budget and their forecast

Total
Increase
Decrease

From approved budget to estimate at completion
Category	Change	Running total
Approved budget	SAR 365M	SAR 365M
Unallocated reserve	−SAR 12.3M	SAR 352.7M
Digital Infrastructure & Security Programme	+SAR 15.1M	SAR 367.8M
Enterprise Systems & Government Integration Programme	+SAR 8.2M	SAR 376M
Estimate at completion	SAR 376M	SAR 376M

Budget use

245.7M/ 365M11Mprojected overrun(⁦3.0%⁩)

Actual spend: 245.7M
Committed: 294.8M
Approved budget: 365M
Estimate at completion: 376M

Expected-value mix

SAR 520M

Expected value

Cost savingSAR 208M⁦40%⁩
ProductivitySAR 187.2M⁦36%⁩
Time savedSAR 72.8M⁦14%⁩
Beneficiary satisfactionSAR 52M⁦10%⁩

Expected-value mix
Category	Value	Share
Cost saving	SAR 208M	⁦40%⁩
Productivity	SAR 187.2M	⁦36%⁩
Time saved	SAR 72.8M	⁦14%⁩
Beneficiary satisfaction	SAR 52M	⁦10%⁩
Total	SAR 520M	⁦100%⁩

⁦17%⁩

Value realised

SAR 88.7M

Expected value SAR 520M

⁦92%⁩ of what was planned by today

Programmes & projects

A programme’s performance is computed from its projects. Click a project for a quick look.

PG-03 · 3 projects

Digital Infrastructure & Security Programme

At risk

⁦4%⁩ behind⁦69%⁩

Planned to date ⁦73%⁩

244.6MSPI0.92CPI0.94Eng. Omar H. Bawazir

PG-04 · 4 projects

Enterprise Systems & Government Integration Programme

Off track

⁦6%⁩ behind⁦62%⁩

Planned to date ⁦68%⁩

118.1MSPI0.89CPI0.94Dana S. Al-Saleh

⁦7⁩ results


SCA Backup Data CentrePRJ-2026-003	PG-03	4Execution	At risk	⁦72%⁩	⁦16.4%⁩	P1	148M	162.6M⁦+9.9%⁩	0.90	0.91
SCA ERP SystemPRJ-2026-001	PG-04	4Execution	Off track	⁦61%⁩	⁦16.4%⁩	P2	64.5M	73.3M⁦+13.6%⁩	0.82	0.88
SCA Systems Migration to the CloudPRJ-2026-009	PG-03	4Execution	At risk	⁦47%⁩	⁦15.9%⁩	P1	52M	53.6M⁦+3.1%⁩	0.89	0.97
SCA Cybersecurity ProgrammePRJ-2026-005	PG-03	4Execution	On track	⁦88%⁩	⁦15.2%⁩	P1	38.6M	37.5M⁦−2.9%⁩	1.02	1.03
Mimar — Unified Building Journey & Government IntegrationPRJ-2026-011	PG-04	3Planning	On track	⁦6%⁩	⁦13.6%⁩	P2	24M	24M⁦0.0%⁩	1.00	1.00
Correspondence & Document Management System (DMS)PRJ-2026-017	PG-04	5Closure	At risk	⁦95%⁩	⁦11.5%⁩	P2	14.2M	14.2M⁦0.0%⁩	0.95	1.00
HR Self-ServicePRJ-2026-032	PG-04	5Closure	On track	⁦100%⁩	⁦11.1%⁩	P2	11.4M	10.8M⁦−5.7%⁩	1.00	1.06
Total · 7							352.7M	376M

⁦1⁩–⁦7⁩ of ⁦7⁩

Portfolio risks

Open threats across the portfolio’s projects. Click a cell on the map to filter the list.

Open-risk heat map

8 risks

Risk register

Critical0
High2
Medium6
Low0
Risks 8

Probability

12345

Impact

Open-risk heat map
Probability \ Impact	1	2	3	4	5
5	0 · Low	0 · Medium	0 · High	0 · Critical	0 · Critical
4	0 · Low	0 · Medium	2 · Medium	2 · High	0 · Critical
3	0 · Low	0 · Low	3 · Medium	0 · Medium	0 · High
2	0 · Low	0 · Low	0 · Low	0 · Medium	1 · Medium
1	0 · Low	0 · Low	0 · Low	0 · Low	0 · Low

Top risks

Latest on this portfolio

14 October 2026

Approval: Project Approval Committee Rework DEC-2026-038SCA ERP project plan sent back for rework
10:00