AI insight
52% chance of a further slip within 45 days
From the SPI trend (0.87), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-018At risk4ExecutionConstruction
Secure Enterprise Network
Add to watchlistFibre and backup links connecting HQ, the two branches and the qualification centres — 14 sites — to the Authority’s secure network.
Project managerEng. Omar H. BawazirProject sponsorEng. Majed S. Al-RasheedProgrammeSmart Centres Programme
Early warning: 52% chance of slipping within 45 days
Budget (BAC)
SAR 132M
Actual cost
SAR 74.8M
57% of budget
Progress
55%Awaiting acceptance 10%
Estimate at completion
SAR 136.1M
SAR +4.1M
SPI · CPI
0.87Schedule performance index · 0.870.97Cost performance index · 0.97
Forecast finish
2027-03-05
33 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure12 December 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate12 March 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate11 May 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate20 August 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate12 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
81
Solid
At risk
- Schedule66A schedule variance needing a catch-up plan.At risk
- Cost90Spend in line with earned value.On track
- Risk65Medium risks need refreshed responses.At risk
- Scope92Scope stable, no pending changes.On track
- Quality89Deliverables accepted first time.On track
- Resources93Team complete; allocation balanced.On track
- Stakeholders74Engagement gaps with some parties.At risk
- Benefits88Benefits on track.On track
Index over the last six reports
−9
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: 55% done against 63% planned.
SPI 0.87, CPI 0.97.
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-4.1Strong technical capabilities
Main initiative
SI-3.3.1Smart centres
Contribution to the initiative36%
The project’s share of the initiative’s project budget (4 projects)
Secondary links
- Secondary objectiveSO-3.1SCA services and programmes in every region
- Supporting initiativeBranches & regional centres
- Supporting initiativeHQ & major qualification centres
- Annual work-plan line
- WP-2025-018
- 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
55%Awaiting acceptance 10%
Not handed in 35%
6 deliverables accepted
- Site works & excavation16%
- Structure16%
- Detailed design8%
- Permits & approvals7%
- Project plan & baseline4%
- Monitoring & reporting4%
1 deliverable under inspection or acceptance
- Finishes10%
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 89% of budget
74.8M/ 132M4.1Mprojected overrun(3.1%)
- Actual spend
- 74.8M
- Committed
- 118M
- Approved budget
- 132M
- Estimate at completion
- 136.1M
Next milestones
- Provisional acceptance2027-01-06was 2026-12-12Late
- Closure2027-03-05was 2027-01-31Late
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
2 open risks, exposure SAR 6.1M
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 81Probability: Likely · Impact: ModerateMedium · Score 12RSK-0033Municipal objections to trenching in built-up districtsProbability: 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-0032Higher reinstatement costs after network trenchingProbability: 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
- Medium2
- Low0
Deliverables
6 of 12 approved
- Project plan & baseline018-D1 · V1 · CRT-018-014%Eng. Omar H. Bawazir2025-07-302025-07-305 Safar 1447 AHApproved
- Monitoring & reporting018-D2 · V1 · CRT-018-024%Eng. Nayef H. Al-Buqami2025-09-182025-09-1826 Rabiʻ I 1447 AHApproved
- Detailed design018-D3 · V1 · CRT-018-038%Eng. Nayef H. Al-Buqami2025-11-072025-11-0716 Jumada I 1447 AHApproved
- Permits & approvals018-D4 · V1 · CRT-018-047%Eng. Majed S. Al-Rasheed2025-12-272025-12-277 Rajab 1447 AHApproved
- Site works & excavation018-D5 · V1 · CRT-018-0516%Eng. Majed S. Al-Rasheed2026-02-152026-02-1527 Shaʻban 1447 AHApproved
- Structure018-D6 · V1 · CRT-018-0616%Eng. Omar H. Bawazir2026-04-062026-04-0618 Shawwal 1447 AHApproved
- Finishes018-D7 · V110%Eng. Nayef H. Al-Buqami155 days overdue2026-05-269 Dhuʻl-Hijjah 1447 AHIn review
- Supply018-D8 · V08%Eng. Omar H. Bawazir105 days overdue2026-07-151 Safar 1448 AHDraft
- Installation018-D9 · V08%Eng. Nayef H. Al-Buqami55 days overdue2026-09-0321 Rabiʻ I 1448 AHDraft
- Testing & commissioning018-D10 · V08%Eng. Majed S. Al-Rasheed5 days overdue2026-10-2312 Jumada I 1448 AHDraft
- Provisional acceptance018-D11 · V06%Eng. Nayef H. Al-BuqamiIn 45 days2026-12-123 Rajab 1448 AHDraft
- Final acceptance018-D12 · V05%Eng. Majed S. Al-RasheedIn 95 days2027-01-3123 Shaʻban 1448 AHDraft
Team, contracts & documents
Team
1 member
Eng. Omar H. Bawazir · Director, IT Infrastructure
- Eng. Omar H. BawazirEng. Omar H. BawazirDirector, IT InfrastructureProject managerP-024o.bawazir@sca.sa35%