AI insight
58% chance of a further slip within 45 days
From the SPI trend (0.88), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-013At risk4ExecutionConstruction
Smart Test-hall Proctoring & Access Control
Add to watchlist4,200 cameras and smart entry gates across HQ, branches and qualification centres, with a central monitoring room and automatic identity checks for test takers, starting at the Qassim centre.
Project managerEng. Waleed O. Al-JuhaniProject sponsorEng. Turki A. Al-AnaziProgrammeSmart Centres Programme
Early warning: 58% chance of slipping within 45 days
Budget (BAC)
SAR 74M
Actual cost
SAR 62.2M
84% of budget
Progress
79%Awaiting acceptance 9%
Estimate at completion
SAR 78.7M
SAR +4.7M
SPI · CPI
0.88Schedule performance index · 0.880.94Cost performance index · 0.94
Forecast finish
2026-12-15
45 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure11 September 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate18 December 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate16 February 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate27 May 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate11 September 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
76
Needs watching
At risk
- Schedule71A schedule variance needing a catch-up plan.At risk
- Cost69CPI below 0.95 — watch it.At risk
- Risk71Medium risks need refreshed responses.At risk
- Scope93Scope stable, no pending changes.On track
- Quality70Open quality findings on some deliverables.At risk
- Resources85Team complete; allocation balanced.On track
- Stakeholders85Stakeholders supportive.On track
- Benefits86Benefits on track.On track
Index over the last six reports
−6
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: 79% done against 90% planned.
SPI 0.88, CPI 0.94.
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-3.2Efficient, sustainable SCA facilities
Main initiative
SI-3.3.1Smart centres
Contribution to the initiative20%
The project’s share of the initiative’s project budget (4 projects)
Secondary links
- Secondary objectiveSO-3.3A better contractor experience and service quality
- Supporting initiativeAl-Jouf centre rehabilitation
- Annual work-plan line
- Added outside the annual work plan
- 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
79%Awaiting acceptance 9%
Not handed in 12%
9 deliverables accepted
- Site works & excavation13%
- Structure13%
- Finishes13%
- Supply11%
- Installation11%
- Detailed design6%
- Permits & approvals6%
- Project plan & baseline3%
1 deliverable under inspection or acceptance
- Testing & commissioning9%
Corrective plan requiredThe project is seriously late (45 days late) and has no corrective plan yet.
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 93% of budget
62.2M/ 74M4.7Mprojected overrun(6.4%)
- Actual spend
- 62.2M
- Committed
- 68.8M
- Approved budget
- 74M
- Estimate at completion
- 78.7M
Next milestones
- Closure2026-12-15was 2026-10-31Late
Waiting on someone
1 approval and 1 open action on this project
Approvals & requests
From «My actions» for this project
- Request
Actions
1 open
- Update progress and the plan in MunjazEng. Waleed O. Al-Juhani7 days overdue2026-10-2110 Jumada I 1448 AHMedium
Change requests
Cost and schedule impact
- No change requests
Risks & impediments
2 open risks, exposure SAR 3.2M
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 61Probability: Possible · Impact: ModerateMedium · Score 9RSK-0030Camera and gate quantity variances between drawings and site1Probability: Possible · Impact: MajorMedium · Score 12RSK-0031Late integration of the central monitoring room with building systemsProbability: 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
- Medium2
- Low0
Deliverables
9 of 12 approved
- Project plan & baseline013-D1 · V1 · CRT-013-013%Eng. Waleed O. Al-Juhani2025-05-062025-05-068 Dhuʻl-Qiʻdah 1446 AHApproved
- Monitoring & reporting013-D2 · V1 · CRT-013-023%Eng. Bandar M. Al-Shammari2025-06-242025-06-2428 Dhuʻl-Hijjah 1446 AHApproved
- Detailed design013-D3 · V1 · CRT-013-036%Eng. Bandar M. Al-Shammari2025-08-132025-08-1319 Safar 1447 AHApproved
- Permits & approvals013-D4 · V1 · CRT-013-046%Eng. Turki A. Al-Anazi2025-10-012025-10-019 Rabiʻ II 1447 AHApproved
- Site works & excavation013-D5 · V1 · CRT-013-0513%Eng. Turki A. Al-Anazi2025-11-192025-11-1928 Jumada I 1447 AHApproved
- Structure013-D6 · V1 · CRT-013-0613%Eng. Waleed O. Al-Juhani2026-01-082026-01-0819 Rajab 1447 AHApproved
- Finishes013-D7 · V1 · CRT-013-0713%Eng. Bandar M. Al-Shammari2026-02-262026-02-269 Ramadan 1447 AHApproved
- Supply013-D8 · V1 · CRT-013-0811%Eng. Waleed O. Al-Juhani2026-04-172026-04-1729 Shawwal 1447 AHApproved
- Installation013-D9 · V1 · CRT-013-0911%Eng. Bandar M. Al-Shammari2026-06-052026-06-0519 Dhuʻl-Hijjah 1447 AHApproved
- Testing & commissioning013-D10 · V19%Eng. Turki A. Al-Anazi96 days overdue2026-07-2410 Safar 1448 AHSubmitted
- Provisional acceptance013-D11 · V06%Eng. Bandar M. Al-Shammari46 days overdue2026-09-121 Rabiʻ II 1448 AHDraft
- Final acceptance013-D12 · V06%Eng. Turki A. Al-AnaziIn 3 days2026-10-3120 Jumada I 1448 AHDraft
Team, contracts & documents
Team
2 members
Eng. Waleed O. Al-Juhani · Director, Facilities Operations & MaintenanceEng. Bandar M. Al-Shammari · Director General, Facilities & Premises
- Eng. Waleed O. Al-JuhaniEng. Waleed O. Al-JuhaniDirector, Facilities Operations & MaintenanceProject managerP-021w.aljuhani@sca.sa30%
- Eng. Bandar M. Al-ShammariEng. Bandar M. Al-ShammariDirector General, Facilities & PremisesProject sponsorP-013b.alshammari@sca.sa15%