AI insight
86% chance of a further slip within 30 days
From the SPI trend (0.82), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-001Off track4ExecutionHybrid
SCA ERP System
Remove from watchlistOne integrated system for the Authority’s finance, procurement and HR, connected to the Etimad platform.
Project managerDana S. Al-SalehProject sponsorSarah A. Al-QarniProgrammeEnterprise Systems & Government Integration Programme
Early warning: 86% chance of slipping within 30 days
Budget (BAC)
SAR 64.5M
Actual cost
SAR 44.7M
69% of budget
Progress
61%Awaiting acceptance 11%
Estimate at completion
SAR 73.3M
SAR +8.8M
SPI · CPI
0.82Schedule performance index · 0.820.88Cost performance index · 0.88
Forecast finish
2027-02-27
58 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure4 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate13 November 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate12 January 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate7 May 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate4 November 2026Closure · Not startedClosure · Not started
Project health across eight dimensions
A weighted index, not just percent complete; each dimension leads to the tab that explains it.
Health index
70
Needs watching
Off track
- Schedule50A material slip on the critical path.Off track
- Cost71CPI below 0.95 — watch it.At risk
- Risk73Medium risks need refreshed responses.At risk
- Scope69Scope changes pending.At risk
- Quality89Deliverables accepted first time.On track
- Resources67Members allocated above 100%.At risk
- Stakeholders93Stakeholders supportive.On track
- Benefits74Some benefits below their interim target.At risk
Index over the last six reports
−23
May to October 2026
No material change in the health dimensions over the period.
Copilot summary
Generated from the live project data
The project is behind plan: 61% done against 74% planned.
SPI 0.82, CPI 0.88.
The project’s link, progress and status
How the project ties to the strategy, its progress counted from accepted deliverables, and its status history.
Strategic link
The main objective and initiative, the secondary links, and the project’s contribution to its initiative.
Main strategic objective· Axis: A Leading, Sustainable OrganisationSO-4.3A sustainable financial base
Main initiative
SI-4.2.1Enterprise automation & government integration
Contribution to the initiative72%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
- Secondary objectiveSO-4.2A mature operating model and accountability
- Supporting initiativePerformance measurement & governance
- Annual work-plan line
- WP-2025-001
- Classification
- Operational
Project progress from accepted deliverables
Project progress = the sum of the weights of deliverables accepted with a completion certificate; nothing counts before acceptance.
Counted
61%Awaiting acceptance 11%
Not handed in 28%
6 deliverables accepted
- Release 116%
- Release 216%
- Business requirements10%
- Solution design10%
- Project plan & baseline5%
- Monitoring & reporting4%
1 deliverable under inspection or acceptance
- Integrations11%
Corrective planCP-2026-05
Sent back
Customisations and integrations missed in the tender book, the Etimad link failing twice, and late migration of historical financial data
Actions
1 of 4 done
Next: A joint fix session with the Etimad team · Dana S. Al-Saleh · 2026-10-30
Days won back
10 of 32
With the plan: 2027-02-27
Progress & earned value
3 of 5 milestones complete
Earned-value curve
Planned, earned and actual to the data date, cumulative, with the forecast cost tail
- Planned value
- Earned value
- Actual cost
- Estimate at completion
- Budget at completion
Budget & commitments
Commitments are 81% of budget
44.7M/ 64.5M8.8Mprojected overrun(13.6%)
- Actual spend
- 44.7M
- Committed
- 52.4M
- Approved budget
- 64.5M
- Estimate at completion
- 73.3M
Next milestones
- Provisional acceptance2026-12-18was 2026-11-04Late
- Closure2027-02-27was 2026-12-31Late
Waiting on someone
2 approvals and 2 open actions on this project
Approvals & requests
From «My actions» for this project
- Gate review
- Budget
Actions
2 open
- Re-baseline the plan per committee commentsDana S. Al-SalehIn 7 days2026-11-0424 Jumada I 1448 AHHigh
- Joint fix session with the Etimad teamEng. Asma S. Al-HamdanIn 2 days2026-10-3019 Jumada I 1448 AHHigh
Change requests
Cost and schedule impact
Risks & impediments
3 open risks, exposure SAR 9.8M
Risk map
Probability
5Probability: Almost certain · Impact: NegligibleLow · Score 5Probability: Almost certain · Impact: MinorMedium · Score 10Probability: Almost certain · Impact: ModerateHigh · Score 15Probability: Almost certain · Impact: MajorCritical · Score 20Probability: Almost certain · Impact: SevereCritical · Score 25
4Probability: Likely · Impact: NegligibleLow · Score 4Probability: Likely · Impact: MinorMedium · Score 81Probability: Likely · Impact: ModerateMedium · Score 12RSK-0013Late migration and reconciliation of historical financial data1Probability: Likely · Impact: MajorHigh · Score 16RSK-0012Customisation and Etimad integration costs exceeding the approved contingencyProbability: Likely · Impact: SevereCritical · Score 20
3Probability: Possible · Impact: NegligibleLow · Score 3Probability: Possible · Impact: MinorLow · Score 61Probability: Possible · Impact: ModerateMedium · Score 9RSK-0014Implementation consultants’ contracts ending before go-liveProbability: Possible · Impact: MajorMedium · Score 12Probability: Possible · Impact: SevereHigh · Score 15
2Probability: Unlikely · Impact: NegligibleLow · Score 2Probability: Unlikely · Impact: MinorLow · Score 4Probability: Unlikely · Impact: ModerateLow · Score 6Probability: Unlikely · Impact: MajorMedium · Score 8Probability: Unlikely · Impact: SevereMedium · Score 10
1Probability: Rare · Impact: NegligibleLow · Score 1Probability: Rare · Impact: MinorLow · Score 2Probability: Rare · Impact: ModerateLow · Score 3Probability: Rare · Impact: MajorLow · Score 4Probability: Rare · Impact: SevereLow · Score 5
12345
Impact
- Critical0
- High1
- Medium2
- Low0
Deliverables
6 of 11 approved
- Project plan & baseline001-D1 · V1 · CRT-001-015%Dana S. Al-Saleh2025-04-212025-04-2123 Shawwal 1446 AHApproved
- Monitoring & reporting001-D2 · V1 · CRT-001-024%Munirah A. Al-Khalidi2025-06-222025-06-2226 Dhuʻl-Hijjah 1446 AHApproved
- Business requirements001-D3 · V1 · CRT-001-0310%Munirah A. Al-Khalidi2025-08-232025-08-2329 Safar 1447 AHApproved
- Solution design001-D4 · V1 · CRT-001-0410%Sarah A. Al-Qarni2025-10-242025-10-242 Jumada I 1447 AHApproved
- Release 1001-D5 · V1 · CRT-001-0516%Sarah A. Al-Qarni2025-12-252025-12-255 Rajab 1447 AHApproved
- Release 2001-D6 · V1 · CRT-001-0616%Dana S. Al-Saleh2026-02-252026-02-258 Ramadan 1447 AHApproved
- Integrations001-D7 · V111%Munirah A. Al-Khalidi184 days overdue2026-04-2710 Dhuʻl-Qiʻdah 1447 AHIn review
- System testing001-D8 · V08%Dana S. Al-Saleh122 days overdue2026-06-2813 Muharram 1448 AHDraft
- User acceptance testing001-D9 · V08%Munirah A. Al-Khalidi60 days overdue2026-08-2916 Rabiʻ I 1448 AHDraft
- Training & change001-D10 · V06%Munirah A. Al-KhalidiIn 2 days2026-10-3019 Jumada I 1448 AHDraft
- Go-live & handover001-D11 · V06%Sarah A. Al-QarniIn 64 days2026-12-3122 Rajab 1448 AHDraft
Team, contracts & documents
Team
4 members
Dana S. Al-Saleh · Director, Enterprise Systems & IntegrationEng. Asma S. Al-Hamdan · Enterprise ArchitectHaifa S. Al-Ruwaili · Senior Financial Analyst
- Dana S. Al-SalehDana S. Al-SalehDirector, Enterprise Systems & IntegrationProject managerP-025d.alsaleh@sca.sa60%
- Eng. Asma S. Al-HamdanEng. Asma S. Al-HamdanEnterprise ArchitectSCA ERP solution architectureP-031a.alhamdan@sca.sa40%
- Haifa S. Al-RuwailiHaifa S. Al-RuwailiSenior Financial AnalystFinancial analystP-037h.alruwaili@sca.sa10%