AI insight
84% chance of a further slip within 45 days
From the SPI trend (0.78), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-006Off track4ExecutionConstruction
Jeddah Branch & Qualification Centre
Remove from watchlistA new home for the Western & Southern branch in Jeddah with a qualification centre of 40 training and skills-test halls and contractor service desks.
Project managerEng. Fahad T. Al-SulamiProject sponsorEng. Turki A. Al-AnaziProgrammeBranches & Regional Centres Programme
Early warning: 84% chance of slipping within 45 days
Budget (BAC)
SAR 286M
Actual cost
SAR 125.3M
44% of budget
Progress
39%Awaiting acceptance 11%
Estimate at completion
SAR 321.3M
SAR +35.3M
SPI · CPI
0.78Schedule performance index · 0.780.89Cost performance index · 0.89
Forecast finish
2027-07-04
95 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure15 January 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate3 July 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate1 September 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate30 January 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate15 January 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
69
Needs watching
Off track
- Schedule54A material slip on the critical path.Off track
- Cost69CPI below 0.95 — watch it.At risk
- Risk63Medium risks need refreshed responses.At risk
- Scope68Scope changes pending.At risk
- Quality94Deliverables accepted first time.On track
- Resources86Team complete; allocation balanced.On track
- Stakeholders71Engagement gaps with some parties.At risk
- Benefits65Some benefits below their interim target.At risk
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: 39% done against 50% planned.
SPI 0.78, CPI 0.89.
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-3.3A better contractor experience and service quality
Main initiative
SI-3.1.1Branches & regional centres
Contribution to the initiative64%
The project’s share of the initiative’s project budget (2 projects)
Secondary links
- Secondary objectiveSO-2.1Build capability and innovation in the sector
- Supporting initiativeSector capability & the Academy
- Annual work-plan line
- WP-2024-006
- 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
39%Awaiting acceptance 11%
Not handed in 50%
5 deliverables accepted
- Site works & excavation16%
- Detailed design8%
- Permits & approvals7%
- Project plan & baseline4%
- Monitoring & reporting4%
1 deliverable under inspection or acceptance
- Structure11%
Corrective plan requiredThe project is seriously late (95 days late · SPI 0.78) 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 89% of budget
125.3M/ 286M35.3Mprojected overrun(12.4%)
- Actual spend
- 125.3M
- Committed
- 254M
- Approved budget
- 286M
- Estimate at completion
- 321.3M
Next milestones
- Provisional acceptance2027-03-27was 2027-01-15Late
- Closure2027-07-04was 2027-03-31Late
Waiting on someone
0 approvals and 1 open action on this project
Approvals & requests
From «My actions» for this project
- No approvals pending
Actions
1 open
- Chase the building permits with the Jeddah municipalityEng. Fahad T. Al-SulamiIn 6 days2026-11-0323 Jumada I 1448 AHHigh
Risks & impediments
2 open risks, exposure SAR 28.5M
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-0025Late building permits from the Jeddah municipality1Probability: Likely · Impact: MajorHigh · Score 16RSK-0024Ground-improvement costs up after the geotechnical surveyProbability: Likely · Impact: SevereCritical · Score 20
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 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
- Medium1
- Low0
Open impediments
1 escalated
Deliverables
5 of 12 approved
- Project plan & baseline006-D1 · V1 · CRT-006-014%Eng. Fahad T. Al-Sulami2024-12-292024-12-2928 Jumada II 1446 AHApproved
- Monitoring & reporting006-D2 · V1 · CRT-006-024%Eng. Abdulrahman S. Al-Harbi2025-03-142025-03-1414 Ramadan 1446 AHApproved
- Detailed design006-D3 · V1 · CRT-006-038%Eng. Abdulrahman S. Al-Harbi2025-05-282025-05-281 Dhuʻl-Hijjah 1446 AHApproved
- Permits & approvals006-D4 · V1 · CRT-006-047%Eng. Turki A. Al-Anazi2025-08-112025-08-1117 Safar 1447 AHApproved
- Site works & excavation006-D5 · V1 · CRT-006-0516%Eng. Turki A. Al-Anazi2025-10-242025-10-242 Jumada I 1447 AHApproved
- Structure006-D6 · V111%Eng. Fahad T. Al-Sulami294 days overdue2026-01-0718 Rajab 1447 AHIn review
- Finishes006-D7 · V011%Eng. Abdulrahman S. Al-Harbi219 days overdue2026-03-234 Shawwal 1447 AHDraft
- Supply006-D8 · V09%Eng. Fahad T. Al-Sulami145 days overdue2026-06-0519 Dhuʻl-Hijjah 1447 AHDraft
- Installation006-D9 · V09%Eng. Abdulrahman S. Al-Harbi70 days overdue2026-08-196 Rabiʻ I 1448 AHDraft
- Testing & commissioning006-D10 · V09%Eng. Turki A. Al-AnaziIn 5 days2026-11-0222 Jumada I 1448 AHDraft
- Provisional acceptance006-D11 · V06%Eng. Abdulrahman S. Al-HarbiIn 79 days2027-01-157 Shaʻban 1448 AHDraft
- Final acceptance006-D12 · V06%Eng. Turki A. Al-AnaziIn 154 days2027-03-3123 Shawwal 1448 AHDraft
Team, contracts & documents
Team
2 members
Eng. Fahad T. Al-Sulami · Director, Regional Qualification CentresEng. Abdulrahman S. Al-Harbi · Dean, SCA Academy
- Eng. Fahad T. Al-SulamiEng. Fahad T. Al-SulamiDirector, Regional Qualification CentresProject managerP-023f.alsulami@sca.sa55%
- Eng. Abdulrahman S. Al-HarbiEng. Abdulrahman S. Al-HarbiDean, SCA AcademyProject sponsorP-014ab.alharbi@sca.sa25%