AI insight
97% chance of a further slip within 30 days
From the SPI trend (0.70), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-007Critical7ExecutionConstruction
Government Offices Complex
Remove from watchlistA 92,000 m² complex housing 14 agencies — ending leased buildings and co-locating services.
Project managerEng. Shahad M. Al-MalkiSponsorEng. Turki A. Al-AnaziProgrammeGovernment Buildings & Facilities Programme
Early warning: 97% chance of slipping within 30 days
Budget (BAC)
SAR 640M
Actual cost
SAR 444.9M
70% of budget
Progress
57%
Planned 82%
Estimate at completion
SAR 780.5M
SAR +140.5M
SPI · CPI
0.70Schedule performance index · 0.700.82Cost performance index · 0.82
Forecast finish
2027-06-01
152 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control4 August 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate18 August 2023Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate6 December 2023Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate4 February 2024Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate28 March 2024Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate29 April 2024Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionConditional goDate23 July 2024Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate4 August 2026Monitoring & Control · Not startedMonitoring & Control · Not started
- Gate into «Handover»DecisionNot held yetHandover · Not startedHandover · Not started
- Gate into «Closure»DecisionNot held yetClosure · Not startedClosure · Not started
- Gate into «Benefits Realization»DecisionNot held yetBenefits Realization · Not startedBenefits Realization · Not started
Project health across eight dimensions
A weighted index, not just percent complete; each dimension leads to the tab that explains it.
Health index
47
Critical
Critical
- Schedule22A material slip on the critical path.Critical
- Cost44A forecast overrun at completion.Off track
- Risk55A high risk open without an adequate response.Off track
- Scope54Repeated scope changes without a refreshed baseline.Off track
- Quality66Open quality findings on some deliverables.At risk
- Resources53Critical roles vacant.Off track
- Stakeholders69Engagement gaps with some parties.At risk
- Benefits46Benefits not yet measurable.Off track
Index over the last six reports
−24
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 behind plan: 57% done against 82% planned.
SPI 0.70, CPI 0.82.
Progress & earned value
3 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 97% of budget
444.9M/ 640M140.5Mprojected overrun(22.0%)
- Actual spend
- 444.9M
- Committed
- 618M
- Approved budget
- 640M
- Estimate at completion
- 780.5M
Next milestones
- Provisional acceptance2027-01-29was 2026-10-07Late
- Closure2027-06-01was 2026-12-31Late
Waiting on someone
3 approvals and 3 open actions on this project
Approvals & requests
From «My actions» for this project
- Decision
- Change request
- Payment certificate
Actions
3 open
- Prepare the claims file for the dispute boardEng. Shahad M. Al-MalkiIn 9 days2026-11-0626 Jumada I 1448 AHHigh
- Approve or reject the façade samples with reasonsEng. Ibrahim A. Al-Ghamdi13 days overdue2026-10-154 Jumada I 1448 AHCritical
- Commission an independent engineer to assess the 150-day extensionEng. Abdulrahman S. Al-HarbiIn 7 days2026-11-0424 Jumada I 1448 AHHigh
Change requests
Cost and schedule impact
Risks & issues
3 open risks, exposure SAR 65.5M
Risk map
Probability
5Probability: Almost certain · Impact: NegligibleLow · Score 5Probability: Almost certain · Impact: MinorMedium · Score 10Probability: Almost certain · Impact: ModerateHigh · Score 151Probability: Almost certain · Impact: MajorCritical · Score 20RSK-0026Contractor financial claims piling up over unapproved variationsProbability: Almost certain · Impact: SevereCritical · Score 25
4Probability: Likely · Impact: NegligibleLow · Score 4Probability: Likely · Impact: MinorMedium · Score 8Probability: Likely · Impact: ModerateMedium · Score 121Probability: Likely · Impact: MajorHigh · Score 16RSK-0027Late delivery of curtain-wall glazing from the overseas factoryProbability: 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 121Probability: Possible · Impact: SevereHigh · Score 15RSK-0028Possible removal of the MEP subcontractor
2Probability: Unlikely · Impact: NegligibleLow · Score 2Probability: Unlikely · Impact: MinorLow · Score 4Probability: Unlikely · Impact: ModerateLow · Score 6Probability: 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
- Critical1
- High2
- Medium0
- Low0
Open issues
2 escalated
- Façade works stopped — samples not approvedISS-0109 · Eng. Shahad M. Al-MalkiCritical16 days overdueSLA breachedEscalated
- Skilled-labour shortage at the MEP subcontractorISS-0110 · Eng. Adel S. Al-AmoudiHigh2 days leftWithin SLAOpen
- Dispute over the pricing of variation order 7ISS-0111 · Khalid N. Al-MutairiHigh25 days overdueSLA breachedEscalated
- Decision on payment certificate 25 delayedISS-0112 · Khalid N. Al-MutairiMedium35 hours leftWithin SLAOpen
Deliverables
2 of 4 approved
- Project management planDLV-007-1 · V1Eng. Shahad M. Al-Malki2024-03-172024-03-177 Ramadan 1445 AHApproved
- Main deliverable — stage 1DLV-007-2 · V1Eng. Abdulrahman S. Al-Harbi2025-07-292025-07-294 Safar 1447 AHApproved
- Main deliverable — final stageDLV-007-3 · V1Eng. Abdulrahman S. Al-Harbi85 days overdue2026-08-0421 Safar 1448 AHIn review
- Final reportDLV-007-4 · V1Eng. Abdulrahman S. Al-HarbiIn 64 days2026-12-3122 Rajab 1448 AHIn progress
Team, contracts & documents
Team
4 members
Eng. Shahad M. Al-Malki · Director, Government Buildings & FacilitiesEng. Abdulrahman S. Al-Harbi · Deputy, Capital ProjectsKhalid N. Al-Mutairi · Senior Finance & Contracts SpecialistEng. Adel S. Al-Amoudi · Senior Site Engineer (Contractor)
- Eng. Shahad M. Al-MalkiEng. Shahad M. Al-MalkiDirector, Government Buildings & FacilitiesProject managerP-022s.almalki@alwaha.gov.sa90%
- Eng. Abdulrahman S. Al-HarbiEng. Abdulrahman S. Al-HarbiDeputy, Capital ProjectsProject sponsorP-014ab.alharbi@alwaha.gov.sa25%
- Khalid N. Al-MutairiKhalid N. Al-MutairiSenior Finance & Contracts SpecialistComplex contract & certificatesP-007k.almutairi@alwaha.gov.sa20%
- Eng. Adel S. Al-AmoudiEng. Adel S. Al-AmoudiSenior Site Engineer (Contractor)Site engineer (MEP)P-043a.alamoudi@alwaha.gov.sa40%