AI insight
95% chance of a further slip within 30 days
From the SPI trend (0.74), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-004Critical4ExecutionConstruction
Al-Khobar Branch — Rehabilitation & Extension
Remove from watchlistRebuilding the Eastern & Northern branch office and adding a new wing with 28 training and skills-test halls.
Project managerEng. Waleed O. Al-JuhaniProject sponsorEng. Turki A. Al-AnaziProgrammeBuilding Rehabilitation & Efficiency Programme
Early warning: 95% chance of slipping within 30 days
Budget (BAC)
SAR 412M
Actual cost
SAR 333.5M
81% of budget
Progress
68%Awaiting acceptance 9%
Estimate at completion
SAR 490.5M
SAR +78.5M
SPI · CPI
0.74Schedule performance index · 0.740.84Cost performance index · 0.84
Forecast finish
2027-02-03
126 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure13 July 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate15 November 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate14 January 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate20 June 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate13 July 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
45
Critical
Critical
- Schedule33A material slip on the critical path.Critical
- Cost47A forecast overrun at completion.Off track
- Risk46A high risk open without an adequate response.Off track
- Scope64Scope changes pending.At risk
- Quality44Rejected deliverables need rework.Off track
- Resources43Critical roles vacant.Off track
- Stakeholders63Engagement gaps with some parties.At risk
- Benefits42Benefits not yet measurable.Off 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: 68% done against 92% planned.
SPI 0.74, CPI 0.84.
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-3.2Efficient, sustainable SCA facilities
Main initiative
SI-3.2.1Rehabilitate existing branches & centres
Contribution to the initiative86%
The project’s share of the initiative’s project budget (2 projects)
Secondary links
- Secondary objectiveSO-3.3A better contractor experience and service quality
- Supporting initiativeSmart centres
- Supporting initiativeAl-Jouf centre rehabilitation
- Annual work-plan line
- WP-2024-004
- 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
68%Awaiting acceptance 9%
Not handed in 23%
8 deliverables accepted
- Site works & excavation13%
- Structure13%
- Finishes13%
- Supply11%
- Detailed design6%
- Permits & approvals6%
- Project plan & baseline3%
- Monitoring & reporting3%
1 deliverable under inspection or acceptance
- Installation9%
Corrective planCP-2026-02
Approved — under wayOverdue: 1
The main contractor’s cash-flow distress and unpaid subcontractors, the underground tanks failing the tightness test, and training & test hall wing changes never shown to Civil Defence
Actions
1 of 5 done
Next: Appoint an independent financial adviser to audit contractor liquidity · Khalid N. Al-Mutairi · 2026-10-20
Days won back
0 of 45
With the plan: 2027-02-03
Progress & earned value
4 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 98% of budget
333.5M/ 412M78.5Mprojected overrun(19.0%)
- Actual spend
- 333.5M
- Committed
- 404M
- Approved budget
- 412M
- Estimate at completion
- 490.5M
Next milestones
- Closure2027-02-03was 2026-09-30Late
Waiting on someone
1 approval and 3 open actions on this project
Approvals & requests
From «My actions» for this project
- Direct payment to subcontractors at the Al-Khobar branch22 hours leftAction time limit about to lapseDecision
Actions
3 open
- Appoint an independent financial adviser to audit contractor liquidityKhalid N. Al-Mutairi8 days overdue2026-10-209 Jumada I 1448 AHCritical
- Pay subcontractors directly from the next certificateMunirah A. Al-KhalidiIn 8 days2026-11-0525 Jumada I 1448 AHCritical
- Re-run the water-tightness test on the underground tanksEng. Waleed O. Al-JuhaniIn 5 days2026-11-0222 Jumada I 1448 AHHigh
Change requests
Cost and schedule impact
Risks & impediments
3 open risks, exposure SAR 53.6M
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 201Probability: Almost certain · Impact: SevereCritical · Score 25RSK-0021Main contractor cash-flow distress and unpaid subcontractors
4Probability: Likely · Impact: NegligibleLow · Score 4Probability: Likely · Impact: MinorMedium · Score 8Probability: Likely · Impact: ModerateMedium · Score 12Probability: Likely · Impact: MajorHigh · Score 16Probability: Likely · Impact: SevereCritical · Score 20
3Probability: Possible · Impact: NegligibleLow · Score 3Probability: Possible · Impact: MinorLow · Score 6Probability: Possible · Impact: ModerateMedium · Score 91Probability: Possible · Impact: MajorMedium · Score 12RSK-0023Central HVAC failures during commissioning1Probability: Possible · Impact: SevereHigh · Score 15RSK-0022Fire-fighting and evacuation systems failing Civil Defence requirements
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
- Critical1
- High1
- Medium1
- Low0
Open impediments
1 escalated
- Site labour stopped for 4 days over late wagesISS-0113 · Eng. Waleed O. Al-JuhaniCritical6 days overdueAction time limit exceededEscalated
- Leak in the underground water tanks during the water-tightness testISS-0114 · Eng. Waleed O. Al-JuhaniHigh5 days leftWithin the time limitOpen
- Incomplete bills of quantities attached to certificate 33ISS-0115 · Khalid N. Al-MutairiMedium3 days leftWithin the time limitOpen
Deliverables
8 of 12 approved
- Project plan & baseline004-D1 · V1 · CRT-004-013%Eng. Waleed O. Al-Juhani2024-05-192024-05-1911 Dhuʻl-Qiʻdah 1445 AHApproved
- Monitoring & reporting004-D2 · V1 · CRT-004-023%Eng. Bandar M. Al-Shammari2024-08-052024-08-051 Safar 1446 AHApproved
- Detailed design004-D3 · V1 · CRT-004-036%Eng. Bandar M. Al-Shammari2024-10-232024-10-2320 Rabiʻ II 1446 AHApproved
- Permits & approvals004-D4 · V1 · CRT-004-046%Eng. Turki A. Al-Anazi2025-01-092025-01-099 Rajab 1446 AHApproved
- Site works & excavation004-D5 · V1 · CRT-004-0513%Eng. Turki A. Al-Anazi2025-03-292025-03-2929 Ramadan 1446 AHApproved
- Structure004-D6 · V1 · CRT-004-0613%Eng. Waleed O. Al-Juhani2025-06-162025-06-1620 Dhuʻl-Hijjah 1446 AHApproved
- Finishes004-D7 · V1 · CRT-004-0713%Eng. Bandar M. Al-Shammari2025-09-022025-09-0210 Rabiʻ I 1447 AHApproved
- Supply004-D8 · V1 · CRT-004-0811%Eng. Waleed O. Al-Juhani2025-11-202025-11-2029 Jumada I 1447 AHApproved
- Installation004-D9 · V19%Eng. Bandar M. Al-Shammari264 days overdue2026-02-0618 Shaʻban 1447 AHSubmitted
- Testing & commissioning004-D10 · V09%Eng. Turki A. Al-Anazi185 days overdue2026-04-269 Dhuʻl-Qiʻdah 1447 AHDraft
- Provisional acceptance004-D11 · V07%Eng. Bandar M. Al-Shammari107 days overdue2026-07-1328 Muharram 1448 AHDraft
- Final acceptance004-D12 · V07%Eng. Turki A. Al-Anazi28 days overdue2026-09-3019 Rabiʻ II 1448 AHDraft
Team, contracts & documents
Team
4 members
Eng. Waleed O. Al-Juhani · Director, Facilities Operations & MaintenanceEng. Turki A. Al-Anazi · Head, Qualification & Training SectorHaifa S. Al-Ruwaili · Senior Financial Analyst
- Eng. Waleed O. Al-JuhaniEng. Waleed O. Al-JuhaniDirector, Facilities Operations & MaintenanceProject managerP-021w.aljuhani@sca.sa70%
- 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%