AI insight
55% chance of a further slip within 60 days
From the SPI trend (0.89), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-034At risk4ExecutionConstruction
Arar Vocational Qualification Centre
Add to watchlistA training and skills-test centre for the Northern Borders on land allocated by the municipality, with utilities and access roads.
Project managerEng. Ibrahim A. Al-GhamdiProject sponsorEng. Turki A. Al-AnaziProgrammeHeadquarters & Major Qualification Centres Programme
Early warning: 55% chance of slipping within 60 days
Budget (BAC)
SAR 238M
Actual cost
SAR 81.8M
34% of budget
Progress
33%Awaiting acceptance 12%
Estimate at completion
SAR 247.9M
SAR +9.9M
SPI · CPI
0.89Schedule performance index · 0.890.96Cost performance index · 0.96
Forecast finish
2027-09-28
28 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure29 June 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate7 May 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate6 July 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate9 November 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate29 June 2027Closure · 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
- Schedule70A schedule variance needing a catch-up plan.At risk
- Cost85Spend in line with earned value.On track
- Risk63Medium risks need refreshed responses.At risk
- Scope89Scope stable, no pending changes.On track
- Quality94Deliverables accepted first time.On track
- Resources92Team complete; allocation balanced.On track
- Stakeholders72Engagement gaps with some parties.At risk
- Benefits92Benefits on track.On track
Index over the last six reports
−8
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: 33% done against 37% planned.
SPI 0.89, CPI 0.96.
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 Cornerstone of Sector DevelopmentSO-2.1Build capability and innovation in the sector
Main initiative
SI-2.2.2Arar centre in partnership with the municipality
Contribution to the initiative100%
The project’s share of the initiative’s project budget (1 project)
Secondary links
- Secondary objectiveSO-2.2A collaborative environment across the sector
- Supporting initiativeAmicable settlement through Wifaq
- Annual work-plan line
- WP-2025-034
- Classification
- External
Project progress from accepted deliverables
Project progress = the sum of the weights of deliverables accepted with a completion certificate; nothing counts before acceptance.
Counted
33%Awaiting acceptance 12%
Not handed in 55%
5 deliverables accepted
- Site works & excavation14%
- Detailed design7%
- Permits & approvals6%
- Project plan & baseline3%
- Monitoring & reporting3%
1 deliverable under inspection or acceptance
- Structure12%
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 86% of budget
81.8M/ 238M9.9Mprojected overrun(4.2%)
- Actual spend
- 81.8M
- Committed
- 205M
- Approved budget
- 238M
- Estimate at completion
- 247.9M
Next milestones
- Provisional acceptance2027-07-20was 2027-06-29Late
- Closure2027-09-28was 2027-08-31Late
Waiting on someone
0 approvals and 1 open action on this project
Risks & impediments
1 open risk, exposure SAR 14M
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 121Probability: Likely · Impact: MajorHigh · Score 16RSK-0036Municipality late bringing utilities and access roads to the siteProbability: 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
- High1
- Medium0
- Low0
Deliverables
5 of 12 approved
- Project plan & baseline034-D1 · V1 · CRT-034-013%Eng. Ibrahim A. Al-Ghamdi2025-10-142025-10-1422 Rabiʻ II 1447 AHApproved
- Monitoring & reporting034-D2 · V1 · CRT-034-023%Yousef A. Al-Omari2025-12-152025-12-1524 Jumada II 1447 AHApproved
- Detailed design034-D3 · V1 · CRT-034-037%Yousef A. Al-Omari2026-02-162026-02-1628 Shaʻban 1447 AHApproved
- Permits & approvals034-D4 · V1 · CRT-034-046%Eng. Turki A. Al-Anazi2026-04-192026-04-192 Dhuʻl-Qiʻdah 1447 AHApproved
- Site works & excavation034-D5 · V1 · CRT-034-0514%Eng. Turki A. Al-Anazi2026-06-202026-06-205 Muharram 1448 AHApproved
- Structure034-D6 · V112%Eng. Ibrahim A. Al-Ghamdi67 days overdue2026-08-229 Rabiʻ I 1448 AHSubmitted
- Finishes034-D7 · V012%Yousef A. Al-Omari5 days overdue2026-10-2312 Jumada I 1448 AHDraft
- Supply034-D8 · V010%Eng. Ibrahim A. Al-GhamdiIn 57 days2026-12-2415 Rajab 1448 AHDraft
- Installation034-D9 · V010%Yousef A. Al-OmariIn 120 days2027-02-2518 Ramadan 1448 AHDraft
- Testing & commissioning034-D10 · V09%Eng. Turki A. Al-AnaziIn 182 days2027-04-2821 Dhuʻl-Qiʻdah 1448 AHDraft
- Provisional acceptance034-D11 · V07%Yousef A. Al-OmariIn 245 days2027-06-3025 Muharram 1449 AHDraft
- Final acceptance034-D12 · V07%Eng. Turki A. Al-AnaziIn 307 days2027-08-3129 Rabiʻ I 1449 AHDraft
Team, contracts & documents
Team
2 members
Eng. Ibrahim A. Al-Ghamdi · Director, Engineering SupervisionEng. Adel S. Al-Amoudi · Senior Site Engineer (Contractor)
- Eng. Ibrahim A. Al-GhamdiEng. Ibrahim A. Al-GhamdiDirector, Engineering SupervisionProject managerP-036i.alghamdi@sca.sa70%
- Eng. Adel S. Al-AmoudiEng. Adel S. Al-AmoudiSenior Site Engineer (Contractor)Site engineerP-043a.alamoudi@sca.sa60%