AI insight
No early warning on this project
Only a 0% chance of a further slip on current trends.
Confidence76%
PRJ-2026-032On track5ClosureAgile
HR Self-Service
Add to watchlistEmployee self-service for 34 HR procedures, from leave to secondments, linked to the Masar platform.
Project managerDana S. Al-SalehProject sponsorSarah A. Al-QarniProgrammeEnterprise Systems & Government Integration Programme
Budget (BAC)
SAR 11.4M
Actual cost
SAR 10.8M
94% of budget
Progress
100%Awaiting acceptance 0%
Estimate at completion
SAR 10.8M
SPI · CPI
1.00Schedule performance index · 1.001.06Cost performance index · 1.06
Forecast finish
2025-09-21
On baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 March 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 May 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate26 July 2024Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate20 August 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
90
Solid
On track
- Schedule82Milestones on time; SPI within tolerance.On track
- Cost92Spend in line with earned value.On track
- Risk94No high risks open.On track
- Scope84Scope stable, no pending changes.On track
- Quality90Deliverables accepted first time.On track
- Resources92Team complete; allocation balanced.On track
- Stakeholders92Stakeholders supportive.On track
- Benefits94Benefits on track.On track
Index over the last six reports
+7
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 1.06.
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-4.4Leadership and human capital
Main initiative
SI-4.2.1Enterprise automation & government integration
Contribution to the initiative13%
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-2024-032
- 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%
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 96% of budget
10.8M/ 11.4M645Kprojected saving(5.7%)
- Actual spend
- 10.8M
- Committed
- 10.9M
- Approved budget
- 11.4M
- Estimate at completion
- 10.8M
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 & baseline032-D1 · V1 · CRT-032-014%Dana S. Al-Saleh2024-07-152024-07-159 Muharram 1446 AHApproved
- Monitoring & reporting032-D2 · V1 · CRT-032-024%Abdulmajeed R. Al-Dosari2024-08-282024-08-2824 Safar 1446 AHApproved
- Business requirements032-D3 · V1 · CRT-032-039%Abdulmajeed R. Al-Dosari2024-10-112024-10-118 Rabiʻ II 1446 AHApproved
- Solution design032-D4 · V1 · CRT-032-049%Sarah A. Al-Qarni2024-11-242024-11-2422 Jumada I 1446 AHApproved
- Release 1032-D5 · V1 · CRT-032-0513%Sarah A. Al-Qarni2025-01-082025-01-088 Rajab 1446 AHApproved
- Release 2032-D6 · V1 · CRT-032-0613%Dana S. Al-Saleh2025-02-212025-02-2122 Shaʻban 1446 AHApproved
- Integrations032-D7 · V1 · CRT-032-0713%Abdulmajeed R. Al-Dosari2025-04-062025-04-068 Shawwal 1446 AHApproved
- System testing032-D8 · V1 · CRT-032-0810%Dana S. Al-Saleh2025-05-202025-05-2022 Dhuʻl-Qiʻdah 1446 AHApproved
- User acceptance testing032-D9 · V1 · CRT-032-0910%Abdulmajeed R. Al-Dosari2025-07-042025-07-049 Muharram 1447 AHApproved
- Training & change032-D10 · V1 · CRT-032-108%Abdulmajeed R. Al-Dosari2025-08-172025-08-1723 Safar 1447 AHApproved
- Go-live & handover032-D11 · V1 · CRT-032-117%Sarah A. Al-Qarni2025-09-302025-09-308 Rabiʻ II 1447 AHApproved
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.sa0%