AI insight
No early warning on this project
Only a 9% chance of a further slip on current trends.
Confidence76%
PRJ-2026-008On track4ExecutionScrum
Wifaq Dispute Settlement Platform — Release 2
Add to watchlistA platform to file contracting disputes online, assign them to accredited mediators and follow the settlement sessions until the agreement is signed.
Project managerKarim HaddadProject sponsorDr. Mohammed I. Al-SubaieProgrammeMuqawil & e-Services Programme
Budget (BAC)
SAR 18.4M
Actual cost
SAR 16.4M
89% of budget
Progress
91%Awaiting acceptance 5%
Estimate at completion
SAR 18M
SPI · CPI
1.01Schedule performance index · 1.011.02Cost performance index · 1.02
Forecast finish
2026-11-26
On baseline
ExecutionStage 4 of 5
Next gate:Closure15 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate5 March 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate4 May 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate4 August 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate15 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
84
Solid
On track
- Schedule82Milestones on time; SPI within tolerance.On track
- Cost82Spend in line with earned value.On track
- Risk83No high risks open.On track
- Scope85Scope stable, no pending changes.On track
- Quality88Deliverables accepted first time.On track
- Resources86Team complete; allocation balanced.On track
- Stakeholders94Stakeholders supportive.On track
- Benefits86Benefits on track.On track
Index over the last six reports
+3
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 close to plan: 91% done against 90% planned.
SPI 1.01, CPI 1.02.
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 Cornerstone of Sector DevelopmentSO-2.1Build capability and innovation in the sector
Main initiative
SI-2.2.1Amicable settlement through Wifaq
Contribution to the initiative100%
The project’s share of the initiative’s project budget (1 project)
- Annual work-plan line
- WP-2025-008
- 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
91%Awaiting acceptance 5%
Not handed in 4%
9 deliverables accepted
- Release 114%
- Release 214%
- Integrations14%
- System testing11%
- User acceptance testing11%
- Business requirements9%
- Solution design9%
- Project plan & baseline5%
1 deliverable under inspection or acceptance
- Training & change5%
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 92% of budget
16.4M/ 18.4M361Kprojected saving(2.0%)
- Actual spend
- 16.4M
- Committed
- 16.9M
- Approved budget
- 18.4M
- Estimate at completion
- 18M
Next milestones
- Closure2026-11-26was 2026-11-30On track
Waiting on someone
0 approvals and 0 open actions on this project
Risks & impediments
0 open risks, exposure SAR 0
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 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 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
- High0
- Medium0
- Low0
Top risks
- No open risks
Open impediments
0 escalated
- No open impediments
Deliverables
9 of 11 approved
- Project plan & baseline008-D1 · V1 · CRT-008-015%Karim Haddad2025-07-222025-07-2227 Muharram 1447 AHApproved
- Monitoring & reporting008-D2 · V1 · CRT-008-024%Yousef A. Al-Omari2025-09-102025-09-1018 Rabiʻ I 1447 AHApproved
- Business requirements008-D3 · V1 · CRT-008-039%Yousef A. Al-Omari2025-10-292025-10-297 Jumada I 1447 AHApproved
- Solution design008-D4 · V1 · CRT-008-049%Dr. Mohammed I. Al-Subaie2025-12-182025-12-1827 Jumada II 1447 AHApproved
- Release 1008-D5 · V1 · CRT-008-0514%Dr. Mohammed I. Al-Subaie2026-02-062026-02-0618 Shaʻban 1447 AHApproved
- Release 2008-D6 · V1 · CRT-008-0614%Karim Haddad2026-03-272026-03-278 Shawwal 1447 AHApproved
- Integrations008-D7 · V1 · CRT-008-0714%Yousef A. Al-Omari2026-05-162026-05-1629 Dhuʻl-Qiʻdah 1447 AHApproved
- System testing008-D8 · V1 · CRT-008-0811%Karim Haddad2026-07-042026-07-0419 Muharram 1448 AHApproved
- User acceptance testing008-D9 · V1 · CRT-008-0911%Yousef A. Al-Omari2026-08-232026-08-2310 Rabiʻ I 1448 AHApproved
- Training & change008-D10 · V15%Yousef A. Al-Omari17 days overdue2026-10-1130 Rabiʻ II 1448 AHIn review
- Go-live & handover008-D11 · V04%Dr. Mohammed I. Al-SubaieIn 33 days2026-11-3020 Jumada II 1448 AHDraft
Team, contracts & documents
Team
5 members
Karim Haddad · Senior Digital Delivery Consultant — PMOYousef A. Al-Omari · Director General, Partnerships & EventsEng. Reem K. Al-Dosari · Head of the Muqawil Platform & Programme Manager, Muqawil & e-ServicesHala F. Al-Angari · Director General, Regulation & Model Contracts
- Karim HaddadKarim HaddadSenior Digital Delivery Consultant — PMOProject managerP-041k.haddad@sca.sa30%
- Yousef A. Al-OmariYousef A. Al-OmariDirector General, Partnerships & EventsOwner of the partner-agency procedures, WifaqP-016y.alomari@sca.sa25%
- Eng. Reem K. Al-DosariEng. Reem K. Al-DosariHead of the Muqawil Platform & Programme Manager, Muqawil & e-ServicesProgramme oversight, WifaqP-004r.aldosari@sca.sa15%
- Hala F. Al-AngariHala F. Al-AngariDirector General, Regulation & Model ContractsProject ownerP-048h.alangari@sca.sa10%