AI insight
Every active project in the portfolio is on track
No project is off track or critical; the weakest health dimension is “Resources” at 72.
Confidence78%
Portfolio · PF-INS
Institutional Development Portfolio
On track
Strategy, performance, risk management, leadership and culture.
- Approved budget
- SAR 40M
- Actual spend
- SAR 17.6M
- EAC
- SAR 30.5M−23.8%
- Expected value
- SAR 85M
- Health score
- 84+2
incl. SAR 9.5M unallocated reserve
44% of budget
Estimate at completion
40% realised
was 82 in May
Manager
Dr. Noura M. Al-Otaibi
Director, Enterprise PMO
Owner
Sarah A. Al-Qarni
VP, Support Services
Portfolio health & performance
The health score from eight weighted dimensions (§61), and the schedule and cost indices over six months.
Health-score breakdown
Score × weight = points
84On track
| Dimension | Score | Weight | Points |
|---|---|---|---|
| Schedule | 86 | 20% | 17.2 |
| Cost | 94 | 20% | 18.8 |
| Risk | 82 | 15% | 12.3 |
| Scope | 80 | 10% | 8.0 |
| Quality | 84 | 10% | 8.4 |
| Resources | 72 | 10% | 7.2 |
| Stakeholders | 86 | 5% | 4.3 |
| Benefits | 78 | 10% | 7.8 |
| Total | 84 | ||
Health-score trend
May – October 2026
Financial & schedule performance
May – October 2026
0.98
On track
Schedule performance index
Progress 58% / Planned 59%
1.00
On track
Cost performance index
Actual spend SAR 17.6M
Both indices over time
- Schedule performance index
- Cost performance index
Portfolio project map
§133 — risk across, strategic value up, bubble size by budget. Click a bubble for a quick look at the project.
Portfolio project map
- On track
- At risk
Funding priority order
Rank the projects for funding; your order is kept and goes to the 2027 planning cycle.
- 1Strategic Plan 2027–2030PRJ-2026-028·Priority score 82On track
- 2Corporate Performance Management SystemPRJ-2026-012·Priority score 70On track
- 3Enterprise Risk Management FrameworkPRJ-2026-030·Priority score 63On track
- 4Change Management & Culture ProgrammePRJ-2026-027·Priority score 60At risk
- 5Al-Waha Leadership AcademyPRJ-2026-029·Priority score 55On track
Portfolio priorities 2026–2027
- Approve the 2027–2030 strategic plan before year endIt feeds the 2027 portfolio planning cycle.
- Raise PMO maturity to 3.53.2 today.
- Launch the Al-Waha Leadership AcademyFirst cohort in Q1 2027.
Objectives & KPIs
Why the portfolio exists: the strategic objectives it serves and the KPIs its projects move.
Objectives the portfolio serves
85% achieved of a 90% target3 projects contribute
82% achieved of a 85% target2 projects contribute
Budget & value
Where the budget goes, why the forecast differs from it, and the value it returns.
From approved budget to estimate at completion
Each programme’s gap between its projects’ budget and their forecast
- Total
- Increase
- Decrease
| Category | Change | Running total |
|---|---|---|
| Approved budget | SAR 40M | SAR 40M |
| Unallocated reserve | −SAR 9.5M | SAR 30.5M |
| Institutional Performance Excellence Programme | +SAR 131K | SAR 30.6M |
| Projects outside a programme | −SAR 138K | SAR 30.5M |
| Estimate at completion | SAR 30.5M | SAR 30.5M |
Budget use
17.6M/ 40M9.5Mprojected saving(23.8%)
- Actual spend
- 17.6M
- Committed
- 21.5M
- Approved budget
- 40M
- Estimate at completion
- 30.5M
Expected-value mix
SAR 85M
Expected value
- ProductivitySAR 44.2M52%
- Cost savingSAR 23.8M28%
- Beneficiary satisfactionSAR 17M20%
| Category | Value | Share |
|---|---|---|
| Productivity | SAR 44.2M | 52% |
| Cost saving | SAR 23.8M | 28% |
| Beneficiary satisfaction | SAR 17M | 20% |
| Total | SAR 85M | 100% |
40%
Value realised
SAR 33.6M
Expected value SAR 85M
108% of what was planned by today
Programmes & projects
A programme’s performance is computed from its projects (§6). Click a project for a quick look.
5 results
Display options
| Corporate Performance Management SystemPRJ-2026-012 | PG-10 | 7Execution | On track | 76% | 9.8M | 9.8M0.0% | 1.01Schedule performance index · 1.01 | 1.00Cost performance index · 1.00 | Risk score · Excellent |
| Al-Waha Leadership AcademyPRJ-2026-029 | PG-10 | 4Planning | On track | 4% | 7.5M | 7.5M0.0% | 1.00Schedule performance index · 1.00 | 1.00Cost performance index · 1.00 | Risk score · Excellent |
| Change Management & Culture ProgrammePRJ-2026-027 | PG-10 | 7Execution | At risk | 63% | 6.4M | 6.5M+2.0% | 0.88Schedule performance index · 0.88 | 0.98Cost performance index · 0.98 | Risk score · Good |
| Enterprise Risk Management FrameworkPRJ-2026-030 | — | 10Closure | On track | 100% | 3.6M | 3.5M−3.8% | 1.00Schedule performance index · 1.00 | 1.04Cost performance index · 1.04 | Risk score · Excellent |
| Strategic Plan 2027–2030PRJ-2026-028 | PG-10 | 7Execution | On track | 70% | 3.2M | 3.2M0.0% | 1.03Schedule performance index · 1.03 | 1.00Cost performance index · 1.00 | Risk score · Excellent |
| Total · 5 | 30.5M | 30.5M |
1–5 of 5
Portfolio risks
Open threats across the portfolio’s projects. Click a cell on the map to filter the list.
Open-risk heat map
1 risk
- Critical0
- High0
- Medium1
- Low0
- Risks 1
Probability
5
4
3
2
1
12345Impact
| Probability \ Impact | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|
| 5 | 0 · Low | 0 · Medium | 0 · High | 0 · Critical | 0 · Critical |
| 4 | 0 · Low | 0 · Medium | 0 · Medium | 0 · High | 0 · Critical |
| 3 | 0 · Low | 0 · Low | 1 · Medium | 0 · Medium | 0 · High |
| 2 | 0 · Low | 0 · Low | 0 · Low | 0 · Medium | 0 · Medium |
| 1 | 0 · Low | 0 · Low | 0 · Low | 0 · Low | 0 · Low |
Latest on this portfolio
20 October 2026
Approval: Executive Committee Noted DEC-2026-039First draft of the Strategic Plan 2027–2030 noted
2026-10-20 10:00