16
Late historic-data migration delays the financial close and the archive link-up
PRK-04-1·Mitigate·Dana S. Al-Saleh
Affects
Programme · PG-04 · Technology & Enterprise Systems Portfolio
Enterprise Systems & Government Integration Programme
Off track
ERP, Mimar and government integration, document management and employee self-service.
- Approved budget
- SAR 118.1M
- Actual spend
- SAR 70.4M
- EAC
- SAR 122.3M+7.1%
- Progress
- 62%
- Schedule performance index
- 0.89
incl. SAR 4M programme reserve
60% of budget
Estimate at completion
Planned 68%
Cost performance index 0.94
Manager
Dana S. Al-Saleh
Director, Enterprise Systems & Integration
Sponsor
Sarah A. Al-Qarni
Head, Corporate Support Sector
Projects
4 projects
2024-05-05 — 2027-12-30
On track 2At risk 1Off track 1
Programme objectives
What the programme must achieve, and the strategic objectives it serves.
- 1
One SCA ERP for finance, procurement, HR and assets
- 2
One electronic archive for cases, judgments and administrative correspondence
- 3
Self-service for 90% of staff transactions
Serves strategic objectives
Programme benefits
From baseline to target
Spend-rationalisation savings
by 2027Baseline 0Current 61 SAR MTarget 85Staff hours saved by automation
by 2027Baseline 0Current 3,450 hoursTarget 3,600
Roadmap
One lane per project: start to forecast finish, with the progress earned and the baseline finish.
EarnedRemainingBaseline finishSlip
2024202520262027
2025-09-21
2027-02-27
2026-11-15
2027-12-30
Dependencies between projects
What waits on what. Red links are on the programme’s critical path.
Critical path
What each project needs from the one before
Critical
Archive access rights are built on the org structure and staff register in the ERP
Self-service processes fold into the HR module
Payment documents are archived from the correspondence system
Shared risks
Risks that hit more than one project, managed at programme level.
9
Resistance from users of paper processes
PRK-04-2·Mitigate·Nouf M. Al-Balawi
Affects
Open risks in the programme’s projects
4 risks
- Critical0
- High1
- Medium3
- Low0
- Risks 4
Probability
5
4
3
2
1
12345Impact
| Probability \ Impact | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|
| 5 | 0 · Low | 0 · Medium | 0 · High | 0 · Critical | 0 · Critical |
| 4 | 0 · Low | 0 · Medium | 1 · Medium | 1 · High | 0 · Critical |
| 3 | 0 · Low | 0 · Low | 2 · Medium | 0 · Medium | 0 · High |
| 2 | 0 · Low | 0 · Low | 0 · Low | 0 · Medium | 0 · Medium |
| 1 | 0 · Low | 0 · Low | 0 · Low | 0 · Low | 0 · Low |
Programme KPIs · Stakeholders
Savings from spend rationalisation
61SAR M
+6
Target 8572%
Projects compliant with the delivery methodology
84%
+2
Target 90%93%
Approved budget executed
77%
+7
Target 95%81%
Employee engagement index
71%
+1
Target 75%95%
Stakeholders
Power against interest; click a person to see their role.
Power
Keep satisfied0
Manage closely3
Monitor0
Keep informed1
Interest
Programme decisions
What the committees decided on the programme’s projects, and what the programme raised to them.
Committees
Projects Steering Committee
Dr. Mohammed I. Al-Subaie · Head, Strategy & Institutional Excellence SectorEng. Turki A. Al-Anazi · Head, Qualification & Training SectorEng. Majed S. Al-Rasheed · Head, Digital Transformation SectorMonthly · Quorum 5
Members
6 members
Chair: Dr. Abdullah S. Al-QahtaniNext meeting 2026-11-03
Project Approval Committee
Faisal A. Al-Shehri · Director General, Digital Platforms & Digital Services Portfolio ManagerDr. Amal F. Al-Sudairi · Director General, Strategy & PerformanceTariq S. Al-Yami · Head, Performance & RiskFortnightly · Quorum 4
Members
7 members
Chair: Dr. Noura M. Al-OtaibiNext meeting 2026-11-04
Change Committee
Dr. Noura M. Al-Otaibi · Director, Project Management OfficeKhalid N. Al-Mutairi · Senior Finance & Procurement SpecialistMunirah A. Al-Khalidi · Director General, Finance & ProcurementWeekly · Quorum 4
Members
5 members
Chair: Dr. Mohammed I. Al-SubaieNext meeting 2026-10-29
Programme projects
The programme’s performance is computed from these projects.
4 resultsExport CSV
Display options
| Manager | ||||||||
|---|---|---|---|---|---|---|---|---|
| SCA ERP SystemPRJ-2026-001 | Dana S. Al-Saleh | 4Execution | Off track | 61% | 64.5M | 73.3M+13.6% | 0.82Schedule performance index · 0.82 | 0.88Cost performance index · 0.88 |
| Mimar — Unified Building Journey & Government IntegrationPRJ-2026-011 | Dana S. Al-Saleh | 3Planning | On track | 6% | 24M | 24M0.0% | 1.00Schedule performance index · 1.00 | 1.00Cost performance index · 1.00 |
| Correspondence & Document Management System (DMS)PRJ-2026-017 | Dana S. Al-Saleh | 5Closure | At risk | 95% | 14.2M | 14.2M0.0% | 0.95Schedule performance index · 0.95 | 1.00Cost performance index · 1.00 |
| HR Self-ServicePRJ-2026-032 | Dana S. Al-Saleh | 5Closure | On track | 100% | 11.4M | 10.8M−5.7% | 1.00Schedule performance index · 1.00 | 1.06Cost performance index · 1.06 |
| Total · 4 | 114.1M | 122.3M |
1–4 of 4
Budget shares
SAR 114.1M
Budget
- SCA ERP SystemSAR 64.5M57%
- Mimar — Unified Building Journey & Government IntegrationSAR 24M21%
- Correspondence & Document Management System (DMS)SAR 14.2M12%
- HR Self-ServiceSAR 11.4M10%
| Category | Value | Share |
|---|---|---|
| SCA ERP System | SAR 64.5M | 57% |
| Mimar — Unified Building Journey & Government Integration | SAR 24M | 21% |
| Correspondence & Document Management System (DMS) | SAR 14.2M | 12% |
| HR Self-Service | SAR 11.4M | 10% |
| Total | SAR 114.1M | 100% |