AI insight
No early warning on this project
Only a 22% chance of a further slip on current trends.
Confidence76%
PRJ-2026-015On track4ExecutionScrum
Muqawil Mobile App — Release 3
Add to watchlistA mobile app for contractors’ most-used services, with instant renewal alerts and a digital wallet for the membership card and certificates.
Project managerKarim HaddadProject sponsorEng. Majed S. Al-RasheedProgrammeMuqawil & e-Services Programme
Budget (BAC)
SAR 12.6M
Actual cost
SAR 7.8M
62% of budget
Progress
64%Awaiting acceptance 10%
Estimate at completion
SAR 12.1M
SPI · CPI
1.02Schedule performance index · 1.021.04Cost performance index · 1.04
Forecast finish
2027-01-28
On baseline
ExecutionStage 4 of 5
Next gate:Closure23 December 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 August 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 October 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate21 December 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate23 December 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
90
Solid
On track
- Schedule85Milestones on time; SPI within tolerance.On track
- Cost94Spend in line with earned value.On track
- Risk86No high risks open.On track
- Scope94Scope stable, no pending changes.On track
- Quality90Deliverables accepted first time.On track
- Resources93Team complete; allocation balanced.On track
- Stakeholders94Stakeholders supportive.On track
- Benefits85Benefits on track.On track
Index over the last six reports
+4
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: 64% done against 63% planned.
SPI 1.02, CPI 1.04.
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 Unified Reference for Regulating the SectorSO-1.1Simplify regulatory relationships and make doing business easier
Main initiative
SI-1.1.1One digital journey for contractors
Contribution to the initiative12%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
No secondary links
- Annual work-plan line
- WP-2025-015
- 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
64%Awaiting acceptance 10%
Not handed in 26%
6 deliverables accepted
- Release 116%
- Release 216%
- Business requirements11%
- Solution design11%
- Project plan & baseline5%
- Monitoring & reporting5%
1 deliverable under inspection or acceptance
- Integrations10%
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 87% of budget
7.8M/ 12.6M485Kprojected saving(3.8%)
- Actual spend
- 7.8M
- Committed
- 10.9M
- Approved budget
- 12.6M
- Estimate at completion
- 12.1M
Next milestones
- Provisional acceptance2026-12-21was 2026-12-23On track
- Closure2027-01-28was 2027-01-31On track
Waiting on someone
0 approvals and 0 open actions on this project
Approvals & requests
From «My actions» for this project
- No approvals pending
Actions
0 open
- No actions on this project
Change requests
Cost and schedule impact
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
6 of 11 approved
- Project plan & baseline015-D1 · V1 · CRT-015-015%Karim Haddad2025-12-112025-12-1120 Jumada II 1447 AHApproved
- Monitoring & reporting015-D2 · V1 · CRT-015-025%Faisal A. Al-Shehri2026-01-212026-01-212 Shaʻban 1447 AHApproved
- Business requirements015-D3 · V1 · CRT-015-0311%Faisal A. Al-Shehri2026-03-042026-03-0415 Ramadan 1447 AHApproved
- Solution design015-D4 · V1 · CRT-015-0411%Eng. Majed S. Al-Rasheed2026-04-152026-04-1527 Shawwal 1447 AHApproved
- Release 1015-D5 · V1 · CRT-015-0516%Eng. Majed S. Al-Rasheed2026-05-262026-05-269 Dhuʻl-Hijjah 1447 AHApproved
- Release 2015-D6 · V1 · CRT-015-0616%Karim Haddad2026-07-072026-07-0722 Muharram 1448 AHApproved
- Integrations015-D7 · V110%Faisal A. Al-Shehri72 days overdue2026-08-174 Rabiʻ I 1448 AHIn review
- System testing015-D8 · V07%Karim Haddad30 days overdue2026-09-2817 Rabiʻ II 1448 AHDraft
- User acceptance testing015-D9 · V07%Faisal A. Al-ShehriIn 12 days2026-11-0929 Jumada I 1448 AHDraft
- Training & change015-D10 · V06%Faisal A. Al-ShehriIn 53 days2026-12-2011 Rajab 1448 AHDraft
- Go-live & handover015-D11 · V06%Eng. Majed S. Al-RasheedIn 95 days2027-01-3123 Shaʻban 1448 AHDraft
Team, contracts & documents
Team
7 members
Karim Haddad · Senior Digital Delivery Consultant — PMOEng. Reem K. Al-Dosari · Head of the Muqawil Platform & Programme Manager, Muqawil & e-ServicesBadr N. Al-Haqbani · Director General, Membership & Contractor ServicesJoud N. Al-Ahmadi · QA & Testing SpecialistHussam T. Al-Qurashi · Senior Software Engineer – IntegrationLama S. Al-Harbi · Senior Business Analyst — Contractor Services
- Karim HaddadKarim HaddadSenior Digital Delivery Consultant — PMOProject managerP-041k.haddad@sca.sa40%
- Eng. Reem K. Al-DosariEng. Reem K. Al-DosariHead of the Muqawil Platform & Programme Manager, Muqawil & e-ServicesProgramme oversight, mobile appP-004r.aldosari@sca.sa15%
- Badr N. Al-HaqbaniBadr N. Al-HaqbaniDirector General, Membership & Contractor ServicesProject ownerP-046b.alhaqbani@sca.sa5%
- Joud N. Al-AhmadiJoud N. Al-AhmadiQA & Testing SpecialistApp testingP-033j.alahmadi@sca.sa40%
- Hussam T. Al-QurashiHussam T. Al-QurashiSenior Software Engineer – IntegrationApp APIs to MuqawilP-030h.alqurashi@sca.sa35%
- Lama S. Al-HarbiLama S. Al-HarbiSenior Business Analyst — Contractor ServicesApp service requirementsP-006l.alharbi@sca.sa25%