AI insight
No early warning on this project
Only a 10% chance of a further slip on current trends.
Confidence76%
PRJ-2026-012On track4ExecutionAgile
Institutional Performance Measurement & KPI Dashboard
Add to watchlistThe Authority’s strategic and operational KPIs — service times, contractor satisfaction, initiative delivery — on automated dashboards down to department level.
Project managerTariq S. Al-YamiProject sponsorDr. Mohammed I. Al-SubaieProgrammeInstitutional Excellence & Capability Programme
Budget (BAC)
SAR 9.8M
Actual cost
SAR 7.4M
76% of budget
Progress
76%Awaiting acceptance 14%
Estimate at completion
SAR 9.8M
SPI · CPI
1.01Schedule performance index · 1.011.00Cost performance index · 1.00
Forecast finish
2026-12-24
On baseline
ExecutionStage 4 of 5
Next gate:Closure23 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate9 July 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate7 September 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate23 November 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate23 November 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
89
Solid
On track
- Schedule90Milestones on time; SPI within tolerance.On track
- Cost91Spend in line with earned value.On track
- Risk88No high risks open.On track
- Scope86Scope stable, no pending changes.On track
- Quality86Deliverables accepted first time.On track
- Resources90Team complete; allocation balanced.On track
- Stakeholders94Stakeholders supportive.On track
- Benefits89Benefits on track.On track
Index over the last six reports
+2
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: 76% done against 75% planned.
SPI 1.01, 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-4.2A mature operating model and accountability
Main initiative
SI-4.2.2Performance measurement & governance
Contribution to the initiative59%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
No secondary links
- Annual work-plan line
- WP-2025-012
- 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
76%Awaiting acceptance 14%
Not handed in 10%
7 deliverables accepted
- Target model16%
- Roadmap15%
- Wave 115%
- Current-state assessment10%
- Benchmarking10%
- Project plan & baseline5%
- Monitoring & reporting5%
1 deliverable under inspection or acceptance
- Wave 214%
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 88% of budget
7.4M/ 9.8M
- Actual spend
- 7.4M
- Committed
- 8.6M
- Approved budget
- 9.8M
- Estimate at completion
- 9.8M
Next milestones
- Provisional acceptance2026-11-18was 2026-11-23On track
- Closure2026-12-24was 2026-12-31On 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
7 of 10 approved
- Project plan & baseline012-D1 · V1 · CRT-012-015%Tariq S. Al-Yami2025-11-182025-11-1827 Jumada I 1447 AHApproved
- Monitoring & reporting012-D2 · V1 · CRT-012-025%Dr. Amal F. Al-Sudairi2026-01-032026-01-0314 Rajab 1447 AHApproved
- Current-state assessment012-D3 · V1 · CRT-012-0310%Dr. Amal F. Al-Sudairi2026-02-172026-02-1729 Shaʻban 1447 AHApproved
- Benchmarking012-D4 · V1 · CRT-012-0410%Dr. Mohammed I. Al-Subaie2026-04-032026-04-0315 Shawwal 1447 AHApproved
- Target model012-D5 · V1 · CRT-012-0516%Dr. Mohammed I. Al-Subaie2026-05-192026-05-192 Dhuʻl-Hijjah 1447 AHApproved
- Roadmap012-D6 · V1 · CRT-012-0615%Tariq S. Al-Yami2026-07-032026-07-0318 Muharram 1448 AHApproved
- Wave 1012-D7 · V1 · CRT-012-0715%Tariq S. Al-Yami2026-08-172026-08-174 Rabiʻ I 1448 AHApproved
- Wave 2012-D8 · V114%Dr. Amal F. Al-Sudairi27 days overdue2026-10-0120 Rabiʻ II 1448 AHSubmitted
- Knowledge transfer012-D9 · V05%Dr. Amal F. Al-SudairiIn 19 days2026-11-166 Jumada II 1448 AHDraft
- Final report012-D10 · V05%Dr. Mohammed I. Al-SubaieIn 64 days2026-12-3122 Rajab 1448 AHDraft
Team, contracts & documents
Team
2 members
Tariq S. Al-Yami · Head, Performance & RiskDr. Amal F. Al-Sudairi · Director General, Strategy & Performance
- Tariq S. Al-YamiTariq S. Al-YamiHead, Performance & RiskProject managerP-040t.alyami@sca.sa60%
- Dr. Amal F. Al-SudairiDr. Amal F. Al-SudairiDirector General, Strategy & PerformanceProject sponsorP-015a.alsudairi@sca.sa20%
Contracts
0 contracts
- No external contracts — delivered in-house