16
Late historic finance-data migration delays close and assets
PRK-04-1·Mitigate·Dana S. Al-Saleh
Affects
Programme · PG-04 · Technology Projects Portfolio
Enterprise Systems Programme
Off track
ERP, asset management, documents and employee self-service.
- Approved budget
- SAR 118.1M
- Actual spend
- SAR 70.4M
- EAC
- SAR 122.3M+7.1%
- Progress
- 58%
- Schedule performance index
- 0.89
incl. SAR 4M programme reserve
60% of budget
Estimate at completion
Planned 66%
Cost performance index 0.94
Manager
Dana S. Al-Saleh
Director, Enterprise Applications
Sponsor
Sarah A. Al-Qarni
VP, Support Services
Projects
4 projects
2024-05-05 — 2027-12-30
On track 2At risk 1Off track 1
Programme objectives
What the programme must achieve, and the strategic objectives it serves.
- 1
One ERP for finance, procurement, HR and assets
- 2
A monthly financial close within 5 working days
- 3
Self-service for 90% of employee transactions
Programme benefits
From baseline to target
Spend-rationalisation savings
by 2027Baseline 0Current 61 SAR MTarget 85Staff hours saved by automation
by 2027Baseline 0Current 3,450 hoursTarget 3,600
Roadmap
One lane per project: start to forecast finish, with the progress earned and the baseline finish.
EarnedRemainingBaseline finishSlip
2024202520262027
2025-09-21
2027-02-27
2026-11-15
2027-12-30
Dependencies between projects
What waits on what. Red links are on the programme’s critical path.
Critical path
What each project needs from the one before
Critical
Asset management needs the ERP finance module and asset register
Self-service processes fold into the HR module
Payment documents are archived from the correspondence system
Shared risks
Risks that hit more than one project, managed at programme level.
9
Resistance from users of paper processes
PRK-04-2·Mitigate·Nouf M. Al-Balawi
Affects
Open risks in the programme’s projects
4 risks
- Critical0
- High1
- Medium3
- Low0
- Risks 4
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 | 1 · Medium | 1 · High | 0 · Critical |
| 3 | 0 · Low | 0 · Low | 2 · 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 |
Programme KPIs · Stakeholders
Savings from spend rationalisation
61SAR M
+6
Target 8572%
Projects compliant with the delivery methodology
84%
+2
Target 90%93%
Approved budget executed
77%
+7
Target 95%81%
Employee engagement index
71%
+1
Target 75%95%
Stakeholders
Power against interest; click a person to see their role.
Power
Keep satisfied0
Manage closely3
Monitor0
Keep informed1
Interest
Programme decisions
What the committees decided on the programme’s projects, and what the programme raised to them.
Committees
Projects Steering Committee
Dr. Mohammed I. Al-Subaie · VP, Planning & StrategyEng. Turki A. Al-Anazi · VP, Projects & InfrastructureEng. Majed S. Al-Rasheed · VP, Digital Transformation & TechnologyMonthly · Quorum 5
Members
6 members
Chair: Eng. Abdullah S. Al-QahtaniNext meeting 2026-11-03
PMO Committee
Faisal A. Al-Shehri · Digital Transformation Portfolio ManagerDr. Amal F. Al-Sudairi · Deputy, Strategic Planning & PerformanceTariq S. Al-Yami · Director, Corporate Performance MeasurementFortnightly · Quorum 4
Members
7 members
Chair: Dr. Noura M. Al-OtaibiNext meeting 2026-11-04
Change Control Board
Dr. Noura M. Al-Otaibi · Director, Enterprise PMOKhalid N. Al-Mutairi · Senior Finance & Contracts SpecialistMunirah A. Al-Khalidi · Deputy, Financial AffairsWeekly · Quorum 4
Members
5 members
Chair: Dr. Mohammed I. Al-SubaieNext meeting 2026-10-29
Programme projects
The programme’s performance is computed from these projects (§6).
4 resultsExport CSV
Display options
| Manager | ||||||||
|---|---|---|---|---|---|---|---|---|
| Enterprise Resource Planning (ERP) SystemPRJ-2026-001 | Dana S. Al-Saleh | 7Execution | Off track | 61% | 64.5M | 73.3M+13.6% | 0.82Schedule performance index · 0.82 | 0.88Cost performance index · 0.88 |
| Smart Asset Management SystemPRJ-2026-011 | Dana S. Al-Saleh | 4Planning | On track | 6% | 24M | 24M0.0% | 1.00Schedule performance index · 1.00 | 1.00Cost performance index · 1.00 |
| Document & Correspondence Management PlatformPRJ-2026-017 | Dana S. Al-Saleh | 9Handover | At risk | 95% | 14.2M | 14.2M0.0% | 0.95Schedule performance index · 0.95 | 1.00Cost performance index · 1.00 |
| HR Self-Service AutomationPRJ-2026-032 | Dana S. Al-Saleh | 11Benefits Realization | On track | 100% | 11.4M | 10.8M−5.7% | 1.00Schedule performance index · 1.00 | 1.06Cost performance index · 1.06 |
| Total · 4 | 114.1M | 122.3M |
1–4 of 4
Budget shares
SAR 114.1M
Budget
- Enterprise Resource Planning (ERP) SystemSAR 64.5M57%
- Smart Asset Management SystemSAR 24M21%
- Document & Correspondence Management PlatformSAR 14.2M12%
- HR Self-Service AutomationSAR 11.4M10%
| Category | Value | Share |
|---|---|---|
| Enterprise Resource Planning (ERP) System | SAR 64.5M | 57% |
| Smart Asset Management System | SAR 24M | 21% |
| Document & Correspondence Management Platform | SAR 14.2M | 12% |
| HR Self-Service Automation | SAR 11.4M | 10% |
| Total | SAR 114.1M | 100% |