AI insight
No early warning on this project
Only a 12% chance of a further slip on current trends.
Confidence76%
PRJ-2026-036On track5ClosureConstruction
Khamis Mushait Training Centre Rehabilitation
Add to watchlistRehabilitating the Khamis Mushait training centre — fire and alarm systems and training halls.
Project managerEng. Waleed O. Al-JuhaniProject sponsorEng. Turki A. Al-AnaziProgrammeBuilding Rehabilitation & Efficiency Programme
Budget (BAC)
SAR 67M
Actual cost
SAR 64.3M
96% of budget
Progress
97%Awaiting acceptance 3%
Estimate at completion
SAR 66.3M
SPI · CPI
0.98Schedule performance index · 0.981.01Cost performance index · 1.01
Forecast finish
2026-11-12
12 days behind baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate7 August 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate6 October 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate4 February 2025Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate1 September 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
- Cost92Spend in line with earned value.On track
- Risk89No high risks open.On track
- Scope82Scope stable, no pending changes.On track
- Quality88Deliverables accepted first time.On track
- Resources90Team complete; allocation balanced.On track
- Stakeholders93Stakeholders 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: 97% done against 99% planned.
SPI 0.98, CPI 1.01.
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: Specialised, Value-adding ServicesSO-3.2Efficient, sustainable SCA facilities
Main initiative
SI-3.2.1Rehabilitate existing branches & centres
Contribution to the initiative14%
The project’s share of the initiative’s project budget (2 projects)
Secondary links
No secondary links
- Annual work-plan line
- WP-2024-036
- 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
97%Awaiting acceptance 3%
Not handed in 0%
11 deliverables accepted
- Site works & excavation13%
- Structure13%
- Finishes13%
- Supply11%
- Installation11%
- Testing & commissioning11%
- Provisional acceptance7%
- Detailed design6%
1 deliverable under inspection or acceptance
- Final acceptance3%
Progress & earned value
4 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 99% of budget
64.3M/ 67M663Kprojected saving(1.0%)
- Actual spend
- 64.3M
- Committed
- 66.2M
- Approved budget
- 67M
- Estimate at completion
- 66.3M
Next milestones
- Closure2026-11-12was 2026-10-31At risk
Waiting on someone
1 approval and 0 open actions on this project
Approvals & requests
From «My actions» for this project
- Gate review
Actions
0 open
- No actions on this project
Change requests
Cost and schedule impact
- No change requests
Risks & impediments
1 open risk, exposure SAR 600K
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 41Probability: Unlikely · Impact: ModerateLow · Score 6RSK-0045Preliminary-handover snags on the fire and alarm systemsProbability: 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
- Low1
Open impediments
0 escalated
- No open impediments
Deliverables
11 of 12 approved
- Project plan & baseline036-D1 · V1 · CRT-036-013%Eng. Waleed O. Al-Juhani2025-01-102025-01-1010 Rajab 1446 AHApproved
- Monitoring & reporting036-D2 · V1 · CRT-036-023%Eng. Bandar M. Al-Shammari2025-03-112025-03-1111 Ramadan 1446 AHApproved
- Detailed design036-D3 · V1 · CRT-036-036%Eng. Bandar M. Al-Shammari2025-05-102025-05-1012 Dhuʻl-Qiʻdah 1446 AHApproved
- Permits & approvals036-D4 · V1 · CRT-036-046%Eng. Turki A. Al-Anazi2025-07-092025-07-0914 Muharram 1447 AHApproved
- Site works & excavation036-D5 · V1 · CRT-036-0513%Eng. Turki A. Al-Anazi2025-09-072025-09-0715 Rabiʻ I 1447 AHApproved
- Structure036-D6 · V1 · CRT-036-0613%Eng. Waleed O. Al-Juhani2025-11-052025-11-0514 Jumada I 1447 AHApproved
- Finishes036-D7 · V1 · CRT-036-0713%Eng. Bandar M. Al-Shammari2026-01-042026-01-0415 Rajab 1447 AHApproved
- Supply036-D8 · V1 · CRT-036-0811%Eng. Waleed O. Al-Juhani2026-03-052026-03-0516 Ramadan 1447 AHApproved
- Installation036-D9 · V1 · CRT-036-0911%Eng. Bandar M. Al-Shammari2026-05-042026-05-0417 Dhuʻl-Qiʻdah 1447 AHApproved
- Testing & commissioning036-D10 · V1 · CRT-036-1011%Eng. Turki A. Al-Anazi2026-07-032026-07-0318 Muharram 1448 AHApproved
- Provisional acceptance036-D11 · V1 · CRT-036-117%Eng. Bandar M. Al-Shammari2026-09-012026-09-0119 Rabiʻ I 1448 AHApproved
- Final acceptance036-D12 · V13%Eng. Turki A. Al-AnaziIn 3 days2026-10-3120 Jumada I 1448 AHSubmitted
Team, contracts & documents
Team
1 member
Eng. Waleed O. Al-Juhani · Director, Facilities Operations & Maintenance
- Eng. Waleed O. Al-JuhaniEng. Waleed O. Al-JuhaniDirector, Facilities Operations & MaintenanceProject managerP-021w.aljuhani@sca.sa30%
Meetings
- No meetings scheduled