AI insight
No early warning on this project
Only a 0% chance of a further slip on current trends.
Confidence76%
PRJ-2026-031On track5ClosureScrum
Electronic Model Contracts
Add to watchlistDraft, sign and register model contracting agreements online, with both parties alerted to obligations and dates.
Project managerKarim HaddadProject sponsorEng. Majed S. Al-RasheedProgrammeMuqawil & e-Services Programme
Budget (BAC)
SAR 8.2M
Actual cost
SAR 8M
97% of budget
Progress
100%Awaiting acceptance 0%
Estimate at completion
SAR 8M
SPI · CPI
1.00Schedule performance index · 1.001.03Cost performance index · 1.03
Forecast finish
2025-07-20
20 days behind baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate7 February 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate7 April 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate18 June 2024Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate25 May 2025Closure · 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
- Schedule84Milestones on time; SPI within tolerance.On track
- Cost91Spend in line with earned value.On track
- Risk91No high risks open.On track
- Scope90Scope stable, no pending changes.On track
- Quality85Deliverables accepted first time.On track
- Resources87Team complete; allocation balanced.On track
- Stakeholders88Stakeholders supportive.On track
- Benefits89Benefits 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 close to plan: 100% done against 100% planned.
SPI 1.00, CPI 1.03.
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 initiative8%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
No secondary links
- Annual work-plan line
- WP-2024-031
- 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
100%Awaiting acceptance 0%
Not handed in 0%
11 deliverables accepted
- Release 113%
- Release 213%
- Integrations13%
- System testing10%
- User acceptance testing10%
- Business requirements9%
- Solution design9%
- Training & change8%
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 98% of budget
8M/ 8.2M239Kprojected saving(2.9%)
- Actual spend
- 8M
- Committed
- 8M
- Approved budget
- 8.2M
- Estimate at completion
- 8M
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
11 of 11 approved
- Project plan & baseline031-D1 · V1 · CRT-031-014%Karim Haddad2024-06-082024-06-082 Dhuʻl-Hijjah 1445 AHApproved
- Monitoring & reporting031-D2 · V1 · CRT-031-024%Faisal A. Al-Shehri2024-07-172024-07-1711 Muharram 1446 AHApproved
- Business requirements031-D3 · V1 · CRT-031-039%Faisal A. Al-Shehri2024-08-242024-08-2420 Safar 1446 AHApproved
- Solution design031-D4 · V1 · CRT-031-049%Eng. Majed S. Al-Rasheed2024-10-022024-10-0229 Rabiʻ I 1446 AHApproved
- Release 1031-D5 · V1 · CRT-031-0513%Eng. Majed S. Al-Rasheed2024-11-102024-11-108 Jumada I 1446 AHApproved
- Release 2031-D6 · V1 · CRT-031-0613%Karim Haddad2024-12-182024-12-1817 Jumada II 1446 AHApproved
- Integrations031-D7 · V1 · CRT-031-0713%Faisal A. Al-Shehri2025-01-262025-01-2626 Rajab 1446 AHApproved
- System testing031-D8 · V1 · CRT-031-0810%Karim Haddad2025-03-062025-03-066 Ramadan 1446 AHApproved
- User acceptance testing031-D9 · V1 · CRT-031-0910%Faisal A. Al-Shehri2025-04-142025-04-1416 Shawwal 1446 AHApproved
- Training & change031-D10 · V1 · CRT-031-108%Faisal A. Al-Shehri2025-05-222025-05-2224 Dhuʻl-Qiʻdah 1446 AHApproved
- Go-live & handover031-D11 · V1 · CRT-031-117%Eng. Majed S. Al-Rasheed2025-06-302025-06-305 Muharram 1447 AHApproved
Team, contracts & documents
Team
1 member
Karim Haddad · Senior Digital Delivery Consultant — PMO
- Karim HaddadKarim HaddadSenior Digital Delivery Consultant — PMOProject managerP-041k.haddad@sca.sa0%