AI insight
88% chance of a further slip within 60 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-2026-002Off track4ExecutionConstruction
SCA Headquarters, Riyadh
Remove from watchlistA 210,000 m² campus in Al-Malqa housing the Authority’s offices, the contractors’ service hall and the conference & exhibition building in six linked buildings, with multi-storey parking.
Project managerEng. Ahmed Y. AsiriProject sponsorEng. Turki A. Al-AnaziProgrammeHeadquarters & Major Qualification Centres Programme
Early warning: 88% chance of slipping within 60 days
Budget (BAC)
SAR 1.2B
Actual cost
SAR 532.9M
45% of budget
Progress
42%Awaiting acceptance 11%
Estimate at completion
SAR 1.3B
SAR +88.8M
SPI · CPI
0.82Schedule performance index · 0.820.93Cost performance index · 0.93
Forecast finish
2027-09-12
74 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure25 March 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 January 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 March 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate13 September 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate25 March 2027Closure · 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
60
Weak — act now
Off track
- Schedule41A material slip on the critical path.Off track
- Cost63CPI below 0.95 — watch it.At risk
- Risk46A high risk open without an adequate response.Off track
- Scope67Scope changes pending.At risk
- Quality66Open quality findings on some deliverables.At risk
- Resources73Members allocated above 100%.At risk
- Stakeholders44Resistance from an influential party.Off track
- Benefits91Benefits on track.On track
Index over the last six reports
−21
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: 42% done against 51% planned.
SPI 0.82, CPI 0.93.
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: Specialised, Value-adding ServicesSO-3.1SCA services and programmes in every region
Main initiative
SI-3.1.2HQ & major qualification centres
Contribution to the initiative58%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
- Secondary objectiveSO-2.1Build capability and innovation in the sector
- Supporting initiativeSector capability & the Academy
- Annual work-plan line
- WP-2024-002
- Classification
- Strategic
Project progress from accepted deliverables
Project progress = the sum of the weights of deliverables accepted with a completion certificate; nothing counts before acceptance.
Counted
42%Awaiting acceptance 11%
Not handed in 47%
5 deliverables accepted
- Site works & excavation18%
- Detailed design8%
- Permits & approvals8%
- Project plan & baseline4%
- Monitoring & reporting4%
1 deliverable under inspection or acceptance
- Structure11%
Corrective plan requiredThe project is seriously late (74 days late · SPI 0.82) and has no corrective plan yet.
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 93% of budget
532.9M/ 1.2B88.8Mprojected overrun(7.5%)
- Actual spend
- 532.9M
- Committed
- 1.1B
- Approved budget
- 1.2B
- Estimate at completion
- 1.3B
Next milestones
- Provisional acceptance2027-05-20was 2027-03-25Late
- Closure2027-09-12was 2027-06-30Late
Waiting on someone
1 approval and 2 open actions on this project
Approvals & requests
From «My actions» for this project
- Payment certificate
Actions
2 open
- Ask the Saudi Electricity Company to divert the HV lineEng. Bandar M. Al-Shammari3 days overdue2026-10-2514 Jumada I 1448 AHHigh
- Analyse the budget impact of price adjustmentsHaifa S. Al-RuwailiIn 13 days2026-11-1030 Jumada I 1448 AHHigh
Change requests
Cost and schedule impact
Risks & impediments
4 open risks, exposure SAR 101.5M
Risk map
Probability
5Probability: Almost certain · Impact: NegligibleLow · Score 5Probability: Almost certain · Impact: MinorMedium · Score 10Probability: Almost certain · Impact: ModerateHigh · Score 151Probability: Almost certain · Impact: MajorCritical · Score 20RSK-0015Steel and concrete price rises driving price-adjustment claimsProbability: Almost certain · Impact: SevereCritical · Score 25
4Probability: Likely · Impact: NegligibleLow · Score 4Probability: Likely · Impact: MinorMedium · Score 8Probability: Likely · Impact: ModerateMedium · Score 121Probability: Likely · Impact: MajorHigh · Score 16RSK-0017Contractor claim for a 120-day extension with compensation1Probability: Likely · Impact: SevereCritical · Score 20RSK-0016Late handover of the northern plot and utility diversions in zones 3 and 4
3Probability: Possible · Impact: NegligibleLow · Score 3Probability: Possible · Impact: MinorLow · Score 6Probability: Possible · Impact: ModerateMedium · Score 9Probability: 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 81Probability: Unlikely · Impact: SevereMedium · Score 10RSK-0018Safety incidents around cranes and deep excavations
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
- Critical2
- High1
- Medium1
- Low0
Top risks
- 20Steel and concrete price rises driving price-adjustment claimsEscalate48M
- 20Late handover of the northern plot and utility diversions in zones 3 and 4Escalate31M
- 16Contractor claim for a 120-day extension with compensationMitigate18.5M
- 10Safety incidents around cranes and deep excavationsMitigate4M
Open impediments
1 escalated
- Excavation clashing with a high-voltage line in zone 4ISS-0116 · Eng. Ahmed Y. AsiriHigh7 days overdueAction time limit exceededEscalated
- Neighbour complaints about traffic diversions around the siteISS-0117 · Eng. Ahmed Y. AsiriMedium5 days leftWithin the time limitIn progress
- Conference & exhibition building designs awaiting approvalISS-0118 · Eng. Ibrahim A. Al-GhamdiMedium10 days leftWithin the time limitOpen
Deliverables
5 of 12 approved
- Project plan & baseline002-D1 · V1 · CRT-002-014%Eng. Ahmed Y. Asiri2024-08-042024-08-0429 Muharram 1446 AHApproved
- Monitoring & reporting002-D2 · V1 · CRT-002-024%Eng. Bandar M. Al-Shammari2024-11-092024-11-097 Jumada I 1446 AHApproved
- Detailed design002-D3 · V1 · CRT-002-038%Eng. Bandar M. Al-Shammari2025-02-132025-02-1314 Shaʻban 1446 AHApproved
- Permits & approvals002-D4 · V1 · CRT-002-048%Eng. Turki A. Al-Anazi2025-05-202025-05-2022 Dhuʻl-Qiʻdah 1446 AHApproved
- Site works & excavation002-D5 · V1 · CRT-002-0518%Eng. Turki A. Al-Anazi2025-08-252025-08-252 Rabiʻ I 1447 AHApproved
- Structure002-D6 · V111%Eng. Ahmed Y. Asiri333 days overdue2025-11-298 Jumada II 1447 AHIn review
- Finishes002-D7 · V011%Eng. Bandar M. Al-Shammari237 days overdue2026-03-0516 Ramadan 1447 AHDraft
- Supply002-D8 · V08%Eng. Ahmed Y. Asiri140 days overdue2026-06-1024 Dhuʻl-Hijjah 1447 AHDraft
- Installation002-D9 · V08%Eng. Bandar M. Al-Shammari44 days overdue2026-09-143 Rabiʻ II 1448 AHDraft
- Testing & commissioning002-D10 · V08%Eng. Turki A. Al-AnaziIn 52 days2026-12-1910 Rajab 1448 AHDraft
- Provisional acceptance002-D11 · V06%Eng. Bandar M. Al-ShammariIn 149 days2027-03-2618 Shawwal 1448 AHDraft
- Final acceptance002-D12 · V06%Eng. Turki A. Al-AnaziIn 245 days2027-06-3025 Muharram 1449 AHDraft
Team, contracts & documents
Team
4 members
Eng. Ahmed Y. Asiri · Director, Construction ProjectsEng. Turki A. Al-Anazi · Head, Qualification & Training SectorHaifa S. Al-Ruwaili · Senior Financial Analyst
- Eng. Ahmed Y. AsiriEng. Ahmed Y. AsiriDirector, Construction ProjectsProject managerP-020a.asiri@sca.sa60%
- Eng. Turki A. Al-AnaziEng. Turki A. Al-AnaziHead, Qualification & Training SectorProject sponsorP-010t.alanazi@sca.sa20%
- Haifa S. Al-RuwailiHaifa S. Al-RuwailiSenior Financial AnalystFinancial analystP-037h.alruwaili@sca.sa15%
Meetings
- No meetings scheduled