AI insight
97% chance of a further slip within 30 days
From the SPI trend (0.70), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-007Critical4ExecutionConstruction
SCA Academy Campus, Riyadh
Remove from watchlistA 92,000 m² campus with 42 training halls and practical workshops — ending nine leased training venues and bringing the Academy’s programmes to one site.
Project managerEng. Shahad M. Al-MalkiProject sponsorEng. Turki A. Al-AnaziProgrammeAcademy Owned Premises Programme
Early warning: 97% chance of slipping within 30 days
Budget (BAC)
SAR 640M
Actual cost
SAR 444.9M
70% of budget
Progress
57%Awaiting acceptance 10%
Estimate at completion
SAR 780.5M
SAR +140.5M
SPI · CPI
0.70Schedule performance index · 0.700.82Cost performance index · 0.82
Forecast finish
2027-06-01
152 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure7 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 December 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate4 February 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate23 July 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate7 October 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
47
Critical
Critical
- Schedule22A material slip on the critical path.Critical
- Cost44A forecast overrun at completion.Off track
- Risk55A high risk open without an adequate response.Off track
- Scope54Repeated scope changes without a refreshed baseline.Off track
- Quality66Open quality findings on some deliverables.At risk
- Resources53Critical roles vacant.Off track
- Stakeholders69Engagement gaps with some parties.At risk
- Benefits46Benefits not yet measurable.Off track
Index over the last six reports
−24
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: 57% done against 82% planned.
SPI 0.70, CPI 0.82.
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-4.3.1Owned premises for the Academy
Contribution to the initiative100%
The project’s share of the initiative’s project budget (1 project)
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-2024-007
- 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
57%Awaiting acceptance 10%
Not handed in 33%
7 deliverables accepted
- Site works & excavation13%
- Structure13%
- Finishes13%
- Detailed design6%
- Permits & approvals6%
- Project plan & baseline3%
- Monitoring & reporting3%
1 deliverable under inspection or acceptance
- Supply10%
Corrective planCP-2026-03
Awaiting approvalOverdue: 1
Unapproved curtain-wall samples, a skilled-labour shortage at the MEP subcontractor, and the pricing dispute over variation 7
Actions
0 of 4 done
Next: Rule on the façade samples or approve an equivalent · Eng. Shahad M. Al-Malki · 2026-10-15
Days won back
0 of 60
With the plan: 2027-06-01
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 97% of budget
444.9M/ 640M140.5Mprojected overrun(22.0%)
- Actual spend
- 444.9M
- Committed
- 618M
- Approved budget
- 640M
- Estimate at completion
- 780.5M
Next milestones
- Provisional acceptance2027-01-29was 2026-10-07Late
- Closure2027-06-01was 2026-12-31Late
Waiting on someone
3 approvals and 3 open actions on this project
Approvals & requests
From «My actions» for this project
- Decision
- Change request
- Payment certificate
Actions
3 open
- Prepare the claims file for the dispute boardEng. Shahad M. Al-MalkiIn 9 days2026-11-0626 Jumada I 1448 AHHigh
- Approve or reject the façade samples with reasonsEng. Ibrahim A. Al-Ghamdi13 days overdue2026-10-154 Jumada I 1448 AHCritical
- Commission an independent engineer to assess the 150-day extensionEng. Abdulrahman S. Al-HarbiIn 7 days2026-11-0424 Jumada I 1448 AHHigh
Change requests
Cost and schedule impact
Risks & impediments
3 open risks, exposure SAR 65.5M
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-0026Contractor financial claims piling up over unapproved variationsProbability: 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-0027Late delivery of curtain-wall glazing from the overseas factoryProbability: 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 121Probability: Possible · Impact: SevereHigh · Score 15RSK-0028Possible removal of the MEP subcontractor
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
- High2
- Medium0
- Low0
Open impediments
2 escalated
- Façade works stopped — samples not approvedISS-0109 · Eng. Shahad M. Al-MalkiCritical16 days overdueAction time limit exceededEscalated
- Skilled-labour shortage at the MEP subcontractorISS-0110 · Eng. Adel S. Al-AmoudiHigh2 days leftWithin the time limitOpen
- Dispute over the pricing of variation order 7ISS-0111 · Khalid N. Al-MutairiHigh25 days overdueAction time limit exceededEscalated
- Decision on payment certificate 25 delayedISS-0112 · Khalid N. Al-MutairiMedium35 hours leftWithin the time limitOpen
Deliverables
7 of 12 approved
- Project plan & baseline007-D1 · V1 · CRT-007-013%Eng. Shahad M. Al-Malki2024-06-182024-06-1812 Dhuʻl-Hijjah 1445 AHApproved
- Monitoring & reporting007-D2 · V1 · CRT-007-023%Eng. Abdulrahman S. Al-Harbi2024-09-102024-09-107 Rabiʻ I 1446 AHApproved
- Detailed design007-D3 · V1 · CRT-007-036%Eng. Abdulrahman S. Al-Harbi2024-12-032024-12-032 Jumada II 1446 AHApproved
- Permits & approvals007-D4 · V1 · CRT-007-046%Eng. Turki A. Al-Anazi2025-02-252025-02-2526 Shaʻban 1446 AHApproved
- Site works & excavation007-D5 · V1 · CRT-007-0513%Eng. Turki A. Al-Anazi2025-05-212025-05-2123 Dhuʻl-Qiʻdah 1446 AHApproved
- Structure007-D6 · V1 · CRT-007-0613%Eng. Shahad M. Al-Malki2025-08-132025-08-1319 Safar 1447 AHApproved
- Finishes007-D7 · V1 · CRT-007-0713%Eng. Abdulrahman S. Al-Harbi2025-11-052025-11-0514 Jumada I 1447 AHApproved
- Supply007-D8 · V110%Eng. Shahad M. Al-Malki273 days overdue2026-01-289 Shaʻban 1447 AHSubmitted
- Installation007-D9 · V010%Eng. Abdulrahman S. Al-Harbi189 days overdue2026-04-225 Dhuʻl-Qiʻdah 1447 AHDraft
- Testing & commissioning007-D10 · V09%Eng. Turki A. Al-Anazi104 days overdue2026-07-162 Safar 1448 AHDraft
- Provisional acceptance007-D11 · V07%Eng. Abdulrahman S. Al-Harbi20 days overdue2026-10-0827 Rabiʻ II 1448 AHDraft
- Final acceptance007-D12 · V07%Eng. Turki A. Al-AnaziIn 64 days2026-12-3122 Rajab 1448 AHDraft
Team, contracts & documents
Team
4 members
Eng. Shahad M. Al-Malki · Director, Academy FacilitiesEng. Abdulrahman S. Al-Harbi · Dean, SCA AcademyKhalid N. Al-Mutairi · Senior Finance & Procurement SpecialistEng. Adel S. Al-Amoudi · Senior Site Engineer (Contractor)
- Eng. Shahad M. Al-MalkiEng. Shahad M. Al-MalkiDirector, Academy FacilitiesProject managerP-022s.almalki@sca.sa90%
- Eng. Abdulrahman S. Al-HarbiEng. Abdulrahman S. Al-HarbiDean, SCA AcademyProject sponsorP-014ab.alharbi@sca.sa25%
- Khalid N. Al-MutairiKhalid N. Al-MutairiSenior Finance & Procurement SpecialistAcademy campus contract & certificatesP-007k.almutairi@sca.sa20%
- Eng. Adel S. Al-AmoudiEng. Adel S. Al-AmoudiSenior Site Engineer (Contractor)Site engineer (MEP)P-043a.alamoudi@sca.sa40%