6
A late plan approval delays the new performance KPIs
PRK-10-1·Accept·Abeer H. Al-Shamrani
Affects
Programme · PG-10 · Institutional Development Portfolio
Institutional Performance Excellence Programme
On track
Strategy refresh, performance management, leadership development and change.
- Approved budget
- SAR 28.4M
- Actual spend
- SAR 14.1M
- EAC
- SAR 27M+0.5%
- Progress
- 52%
- Schedule performance index
- 0.98
incl. SAR 1.5M programme reserve
50% of budget
Estimate at completion
Planned 54%
Cost performance index 1.00
Manager
Ghada A. Al-Shahrani
Director, Organisational Excellence
Sponsor
Dr. Amal F. Al-Sudairi
Deputy, Strategic Planning & Performance
Projects
4 projects
2025-09-07 — 2027-12-31
On track 3At risk 1
Programme objectives
What the programme must achieve, and the strategic objectives it serves.
- 1
An approved 2027–2030 strategy translated into portfolios
- 2
Raise PMO maturity to 3.5 out of 5
- 3
25% of relevant staff professionally certified
Programme benefits
From baseline to target
PMO maturity index
by 2027Baseline 2.4Current 3.2 of 5Target 3.5Employee engagement index
by 2027Baseline 66Current 71 %Target 75
Roadmap
One lane per project: start to forecast finish, with the progress earned and the baseline finish.
EarnedRemainingBaseline finishSlip
202520262027
2026-12-24
2027-01-31
2026-12-15
2027-12-31
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
The performance system is built on the new plan’s KPIs
Change messages start from the approved plan
The academy continues the culture track
Shared risks
Risks that hit more than one project, managed at programme level.
Open risks in the programme’s projects
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 |
Programme KPIs · Stakeholders
PMO maturity index
3.2out of 5
0
Target 3.591%
Projects compliant with the delivery methodology
84%
+2
Target 90%93%
Staff holding professional PM certifications
23%
+1
Target 25%92%
Employee engagement index
71%
+1
Target 75%95%
Stakeholders
Power against interest; click a person to see their role.
Power
Keep satisfied0
Manage closely4
Monitor0
Keep informed0
Interest
Programme decisions
What the committees decided on the programme’s projects, and what the programme raised to them.
Committees
Executive Committee
Dr. Mohammed I. Al-Subaie · VP, Planning & StrategyEng. Turki A. Al-Anazi · VP, Projects & InfrastructureEng. Majed S. Al-Rasheed · VP, Digital Transformation & TechnologySarah A. Al-Qarni · VP, Support ServicesWeekly · Quorum 4
Chair: Eng. Abdullah S. Al-QahtaniNext meeting 2026-10-28
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
Programme projects
The programme’s performance is computed from these projects (§6).
4 resultsExport CSV
Display options
| Manager | ||||||||
|---|---|---|---|---|---|---|---|---|
| Corporate Performance Management SystemPRJ-2026-012 | Tariq S. Al-Yami | 7Execution | On track | 76% | 9.8M | 9.8M0.0% | 1.01Schedule performance index · 1.01 | 1.00Cost performance index · 1.00 |
| Change Management & Culture ProgrammePRJ-2026-027 | Ghada A. Al-Shahrani | 7Execution | At risk | 63% | 6.4M | 6.5M+2.0% | 0.88Schedule performance index · 0.88 | 0.98Cost performance index · 0.98 |
| Strategic Plan 2027–2030PRJ-2026-028 | Abeer H. Al-Shamrani | 7Execution | On track | 70% | 3.2M | 3.2M0.0% | 1.03Schedule performance index · 1.03 | 1.00Cost performance index · 1.00 |
| Al-Waha Leadership AcademyPRJ-2026-029 | Ghada A. Al-Shahrani | 4Planning | On track | 4% | 7.5M | 7.5M0.0% | 1.00Schedule performance index · 1.00 | 1.00Cost performance index · 1.00 |
| Total · 4 | 26.9M | 27M |
1–4 of 4
Budget shares
SAR 26.9M
Budget
- Corporate Performance Management SystemSAR 9.8M36%
- Change Management & Culture ProgrammeSAR 6.4M24%
- Strategic Plan 2027–2030SAR 3.2M12%
- Al-Waha Leadership AcademySAR 7.5M28%
| Category | Value | Share |
|---|---|---|
| Corporate Performance Management System | SAR 9.8M | 36% |
| Change Management & Culture Programme | SAR 6.4M | 24% |
| Strategic Plan 2027–2030 | SAR 3.2M | 12% |
| Al-Waha Leadership Academy | SAR 7.5M | 28% |
| Total | SAR 26.9M | 100% |