AI insight
No early warning on this project
Only a 0% chance of a further slip on current trends.
Confidence76%
PRJ-2026-030On track5ClosureWaterfall
Enterprise Risk & Business Continuity Framework
Add to watchlistA framework, policies and a single register for enterprise risk and business continuity, with a risk appetite approved by the board.
Project managerTariq S. Al-YamiProject sponsorDr. Mohammed I. Al-Subaie
Budget (BAC)
SAR 3.6M
Actual cost
SAR 3.5M
96% of budget
Progress
100%Awaiting acceptance 0%
Estimate at completion
SAR 3.5M
SPI · CPI
1.00Schedule performance index · 1.001.04Cost performance index · 1.04
Forecast finish
2026-08-31
On baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate8 January 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate9 March 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate3 June 2025Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate19 July 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
88
Solid
On track
- Schedule83Milestones on time; SPI within tolerance.On track
- Cost83Spend in line with earned value.On track
- Risk90No high risks open.On track
- Scope84Scope stable, no pending changes.On track
- Quality94Deliverables accepted first time.On track
- Resources94Team complete; allocation balanced.On track
- Stakeholders92Stakeholders supportive.On track
- Benefits94Benefits 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 close to plan: 100% done against 100% planned.
SPI 1.00, 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 Leading, Sustainable OrganisationSO-4.2A mature operating model and accountability
Main initiative
SI-4.2.2Performance measurement & governance
Contribution to the initiative22%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
No secondary links
- 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
100%Awaiting acceptance 0%
Not handed in 0%
10 deliverables accepted
- Target model15%
- Roadmap15%
- Wave 115%
- Wave 215%
- Current-state assessment10%
- Benchmarking10%
- Project plan & baseline5%
- Monitoring & reporting5%
0 deliverables under inspection or acceptance
Progress & earned value
5 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 97% of budget
3.5M/ 3.6M138Kprojected saving(3.8%)
- Actual spend
- 3.5M
- Committed
- 3.5M
- Approved budget
- 3.6M
- Estimate at completion
- 3.5M
Next milestones
- Every milestone is complete
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
10 of 10 approved
- Project plan & baseline030-D1 · V1 · CRT-030-015%Tariq S. Al-Yami2025-05-302025-05-303 Dhuʻl-Hijjah 1446 AHApproved
- Monitoring & reporting030-D2 · V1 · CRT-030-025%Dr. Amal F. Al-Sudairi2025-07-192025-07-1924 Muharram 1447 AHApproved
- Current-state assessment030-D3 · V1 · CRT-030-0310%Dr. Amal F. Al-Sudairi2025-09-082025-09-0816 Rabiʻ I 1447 AHApproved
- Benchmarking030-D4 · V1 · CRT-030-0410%Dr. Mohammed I. Al-Subaie2025-10-292025-10-297 Jumada I 1447 AHApproved
- Target model030-D5 · V1 · CRT-030-0515%Dr. Mohammed I. Al-Subaie2025-12-192025-12-1928 Jumada II 1447 AHApproved
- Roadmap030-D6 · V1 · CRT-030-0615%Tariq S. Al-Yami2026-02-082026-02-0820 Shaʻban 1447 AHApproved
- Wave 1030-D7 · V1 · CRT-030-0715%Tariq S. Al-Yami2026-03-312026-03-3112 Shawwal 1447 AHApproved
- Wave 2030-D8 · V1 · CRT-030-0815%Dr. Amal F. Al-Sudairi2026-05-212026-05-214 Dhuʻl-Hijjah 1447 AHApproved
- Knowledge transfer030-D9 · V1 · CRT-030-095%Dr. Amal F. Al-Sudairi2026-07-112026-07-1126 Muharram 1448 AHApproved
- Final report030-D10 · V1 · CRT-030-105%Dr. Mohammed I. Al-Subaie2026-08-312026-08-3118 Rabiʻ I 1448 AHApproved
Team, contracts & documents
Team
2 members
Tariq S. Al-Yami · Head, Performance & RiskDr. Noura M. Al-Otaibi · Director, Project Management Office
- Tariq S. Al-YamiTariq S. Al-YamiHead, Performance & RiskProject manager (closure)P-040t.alyami@sca.sa20%
- Dr. Noura M. Al-OtaibiDr. Noura M. Al-OtaibiDirector, Project Management OfficeClosure assurance & lessons learnedP-002n.alotaibi@sca.sa15%
Contracts
0 contracts
- No external contracts — delivered in-house
Meetings
- No meetings scheduled