AI insight
No early warning on this project
Only a 18% chance of a further slip on current trends.
Confidence76%
PRJ-2026-011On track3PlanningWaterfall
Mimar — Unified Building Journey & Government Integration
Add to watchlistOne journey for contractors and owners from permit to handover, linked with Balady, Etimad, Qiwa and the commercial register.
Project managerDana S. Al-SalehProject sponsorSarah A. Al-QarniProgrammeEnterprise Systems & Government Integration Programme
Budget (BAC)
SAR 24M
Actual cost
SAR 1.4M
6% of budget
Progress
6%Awaiting acceptance 4%
Estimate at completion
SAR 24M
SPI · CPI
1.00Schedule performance index · 1.001.00Cost performance index · 1.00
Forecast finish
2027-12-30
On baseline
PlanningStage 3 of 5
Next gate:Execution30 September 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 May 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 July 2026Planning · Current stagePlanning · Current stage
- Gate into «Execution»DecisionNot held yetDate30 September 2026Execution · Not startedExecution · Not started
- Gate into «Closure»DecisionNot held yetClosure · 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
87
Solid
On track
- Schedule86Milestones on time; SPI within tolerance.On track
- Cost90Spend in line with earned value.On track
- Risk83No high risks open.On track
- Scope86Scope stable, no pending changes.On track
- Quality89Deliverables accepted first time.On track
- Resources82Team complete; allocation balanced.On track
- Stakeholders86Stakeholders supportive.On track
- Benefits94Benefits on track.On track
Index over the last six reports
+7
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: 6% done against 6% planned.
SPI 1.00, CPI 1.00.
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
Under no initiative — listed under «projects with no strategic link»
Secondary links
No secondary links
- Annual work-plan line
- WP-2026-011
- Classification
- External
Project progress from accepted deliverables
Project progress = the sum of the weights of deliverables accepted with a completion certificate; nothing counts before acceptance.
Counted
6%Awaiting acceptance 4%
Not handed in 90%
1 deliverable accepted
- Project plan & baseline6%
1 deliverable under inspection or acceptance
- Monitoring & reporting4%
Progress & earned value
2 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 8% of budget
1.4M/ 24M
- Actual spend
- 1.4M
- Committed
- 1.9M
- Approved budget
- 24M
- Estimate at completion
- 24M
Next milestones
- 50% of works complete2027-04-08On track
- Provisional acceptance2027-11-17On track
- Closure2027-12-30On 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
1 of 11 approved
- Project plan & baseline011-D1 · V1 · CRT-011-016%Dana S. Al-Saleh2026-09-182026-09-187 Rabiʻ II 1448 AHApproved
- Monitoring & reporting011-D2 · V14%Munirah A. Al-KhalidiIn 7 days2026-11-0424 Jumada I 1448 AHSubmitted
- Business requirements011-D3 · V08%Munirah A. Al-KhalidiIn 54 days2026-12-2112 Rajab 1448 AHDraft
- Solution design011-D4 · V08%Sarah A. Al-QarniIn 100 days2027-02-0528 Shaʻban 1448 AHDraft
- Release 1011-D5 · V013%Sarah A. Al-QarniIn 147 days2027-03-2416 Shawwal 1448 AHDraft
- Release 2011-D6 · V013%Dana S. Al-SalehIn 194 days2027-05-104 Dhuʻl-Hijjah 1448 AHDraft
- Integrations011-D7 · V013%Munirah A. Al-KhalidiIn 241 days2027-06-2621 Muharram 1449 AHDraft
- System testing011-D8 · V010%Dana S. Al-SalehIn 288 days2027-08-1210 Rabiʻ I 1449 AHDraft
- User acceptance testing011-D9 · V010%Munirah A. Al-KhalidiIn 334 days2027-09-2726 Rabiʻ II 1449 AHDraft
- Training & change011-D10 · V08%Munirah A. Al-KhalidiIn 381 days2027-11-1314 Jumada II 1449 AHDraft
- Go-live & handover011-D11 · V07%Sarah A. Al-QarniIn 428 days2027-12-302 Shaʻban 1449 AHDraft
Team, contracts & documents
Team
3 members
Dana S. Al-Saleh · Director, Enterprise Systems & IntegrationEng. Laila Mansour · Enterprise Architecture & Integration ConsultantEng. Asma S. Al-Hamdan · Enterprise Architect
- Dana S. Al-SalehDana S. Al-SalehDirector, Enterprise Systems & IntegrationProject managerP-025d.alsaleh@sca.sa20%
- Eng. Laila MansourEng. Laila MansourEnterprise Architecture & Integration ConsultantIntegration adviser, Mimar to agency systemsP-042l.mansour@sca.sa35%
- Eng. Asma S. Al-HamdanEng. Asma S. Al-HamdanEnterprise ArchitectUnified-journey architecture & Balady/Etimad linksP-031a.alhamdan@sca.sa30%
Contracts
0 contracts
- No external contracts — delivered in-house