SO-3.3 · A better contractor experience and service quality
Smart centres
Smart test-hall proctoring and access, the secure enterprise network, electronic skills-test halls and one operations centre — an easier visit for contractors and better-run premises.
Initiative weighted progress
54.1%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
54.1%
Σ contribution × progress, projects only
Contributions assigned
100%
Complete and approved
Primary projects’ budget
362M
4 primary projects
Linked projects and their contributions
Strategy management approves each share; every change is kept in the initiative’s history
| Project | Link | Contribution | Actual progress | Contribution × progress | |
|---|---|---|---|---|---|
| Smart Test-hall Proctoring & Access Control PRJ-2026-013 | Primary | 30% | 79% | 23.7% | |
| Secure Enterprise Network PRJ-2026-018 | Primary | 35% | 55% | 19.3% | |
| Electronic Skills-test Halls — Makkah Region PRJ-2026-022 | Primary | 15% | 2% | 0.3% | |
| Unified Operations Centre for Centres & Platforms PRJ-2026-024Left out — proposed | Primary | 20% | 0% | — |
Linked projects’ progress
Σ (contribution × progress) = 43.3% points ÷ shares counted 80% = 54.1%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 54.1%
A proposed or cancelled project, or one with no approved share, is left out; a suspended one follows the rule set on the project weight model.
Impact KPIs & benefits
Measured apart from delivery progress: an initiative can be well advanced with no impact yet, and the other way round
Impact KPIs
The strategic KPIs the initiative moves
Actual 4.1Target 4.5thousand testsAttained 91%
Actual 71Target 72%Attained 99%
Benefits
Benefits registered for its projects, planned vs realised
No benefits registered for these projects yet; they are recorded at closure and handover.
These KPIs and benefits do not enter the weighted progress above, and progress does not enter them.
Three separate measures
An example from this initiative: Secure Enterprise Network
1Deliverable weight in the project
38.0%
Weight of «Civil works» among its deliverables
Deliverable weights add up to 100% inside the project; it progresses as they are accepted.
See where it comes from2Project weight in the portfolio
11.3%
Its relative weight in Headquarters & Regional Centres Portfolio
Set by the project weight model; it feeds portfolio progress: relative weight × actual progress.
See where it comes from3Contribution to the initiative
35%
Its contribution to «Smart centres»
Approved by strategy management; it feeds this initiative’s progress only.
Each is set in its own place and moves neither of the others: changing a deliverable’s weight touches neither the project’s portfolio weight nor its contribution.