AI insight
No early warning on this project
Only a 35% chance of a further slip on current trends.
Confidence76%
PRJ-2026-017At risk5ClosureWaterfall
Correspondence & Document Management System (DMS)
Add to watchlistAutomated correspondence, document management and e-archiving, linked to the government communications network.
Project managerDana S. Al-SalehProject sponsorSarah A. Al-QarniProgrammeEnterprise Systems & Government Integration Programme
Budget (BAC)
SAR 14.2M
Actual cost
SAR 13.5M
95% of budget
Progress
95%Awaiting acceptance 5%
Estimate at completion
SAR 14.2M
SPI · CPI
0.95Schedule performance index · 0.951.00Cost performance index · 1.00
Forecast finish
2026-11-15
46 days behind baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate20 November 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate19 January 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate28 April 2025Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate11 August 2026Closure · Current stageClosure · Current stage
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
At risk
- Schedule86Milestones on time; SPI within tolerance.On track
- Cost85Spend in line with earned value.On track
- Risk94No high risks open.On track
- Scope82Scope stable, no pending changes.On track
- Quality64Open quality findings on some deliverables.At risk
- Resources90Team complete; allocation balanced.On track
- Stakeholders69Engagement gaps with some parties.At risk
- Benefits83Benefits on track.On track
Index over the last six reports
−11
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: 95% done against 100% planned.
SPI 0.95, 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-4.2.1Enterprise automation & government integration
Contribution to the initiative16%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
- Secondary objectiveSO-4.3A sustainable financial base
- Supporting initiativeOwned premises for the Academy
- Annual work-plan line
- WP-2025-017
- 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
95%Awaiting acceptance 5%
Not handed in 0%
10 deliverables accepted
- Release 114%
- Release 214%
- Integrations13%
- System testing10%
- User acceptance testing10%
- Business requirements9%
- Solution design9%
- Training & change8%
1 deliverable under inspection or acceptance
- Go-live & handover5%
Corrective plan requiredThe project is seriously late (46 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 98% of budget
13.5M/ 14.2M
- Actual spend
- 13.5M
- Committed
- 13.9M
- Approved budget
- 14.2M
- Estimate at completion
- 14.2M
Next milestones
- Closure2026-11-15was 2026-09-30Late
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
1 open risk, exposure SAR 480K
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-0038High UAT defect count in the outgoing-mail moduleProbability: 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
- Medium1
- Low0
Open impediments
0 escalated
Deliverables
10 of 11 approved
- Project plan & baseline017-D1 · V1 · CRT-017-014%Dana S. Al-Saleh2025-04-142025-04-1416 Shawwal 1446 AHApproved
- Monitoring & reporting017-D2 · V1 · CRT-017-024%Munirah A. Al-Khalidi2025-06-072025-06-0711 Dhuʻl-Hijjah 1446 AHApproved
- Business requirements017-D3 · V1 · CRT-017-039%Munirah A. Al-Khalidi2025-07-302025-07-305 Safar 1447 AHApproved
- Solution design017-D4 · V1 · CRT-017-049%Sarah A. Al-Qarni2025-09-212025-09-2129 Rabiʻ I 1447 AHApproved
- Release 1017-D5 · V1 · CRT-017-0514%Sarah A. Al-Qarni2025-11-142025-11-1423 Jumada I 1447 AHApproved
- Release 2017-D6 · V1 · CRT-017-0614%Dana S. Al-Saleh2026-01-062026-01-0617 Rajab 1447 AHApproved
- Integrations017-D7 · V1 · CRT-017-0713%Munirah A. Al-Khalidi2026-03-012026-03-0112 Ramadan 1447 AHApproved
- System testing017-D8 · V1 · CRT-017-0810%Dana S. Al-Saleh2026-04-232026-04-236 Dhuʻl-Qiʻdah 1447 AHApproved
- User acceptance testing017-D9 · V1 · CRT-017-0910%Munirah A. Al-Khalidi2026-06-152026-06-1529 Dhuʻl-Hijjah 1447 AHApproved
- Training & change017-D10 · V1 · CRT-017-108%Munirah A. Al-Khalidi2026-08-082026-08-0825 Safar 1448 AHApproved
- Go-live & handover017-D11 · V15%Sarah A. Al-Qarni28 days overdue2026-09-3019 Rabiʻ II 1448 AHSubmitted
Team, contracts & documents
Team
1 member
Dana S. Al-Saleh · Director, Enterprise Systems & Integration
- Dana S. Al-SalehDana S. Al-SalehDirector, Enterprise Systems & IntegrationProject managerP-025d.alsaleh@sca.sa25%
Meetings
- No meetings scheduled