Board of Grievances
Project charter
Riyadh Administrative Court Building
APPROVEDV2Approved 2024-02-02
1Project identity
- Project name
- Riyadh Administrative Court Building
- Project code
- PRJ-2026-007
- Sponsor
- Eng. Turki A. Al-AnaziEng. Turki A. Al-AnaziAssistant President, Projects & FacilitiesP-010t.alanazi@bog.gov.sa
- Project manager
- Eng. Shahad M. Al-MalkiEng. Shahad M. Al-MalkiDirector, Judicial Buildings & PremisesP-022s.almalki@bog.gov.sa
- Business owner
- Eng. Abdulrahman S. Al-HarbiEng. Abdulrahman S. Al-HarbiDirector General, Engineering ProjectsP-014ab.alharbi@bog.gov.sa
- Portfolio & programme
- Administrative Court Premises PortfolioEnding Leased Premises Programme
- Type & methodology
- Construction · Construction
- Current phase
- 7Execution
2Background & rationale
A 92,000 m² building for 42 judicial circuits — ending nine leased premises and bringing beneficiary services under one roof.
3Objectives
- 1Improve financial planning and diversify revenue
- 2Raise the quality of beneficiary service and the courthouse experience
4Scope
In scope
- A 92,000 m² building for 42 judicial circuits — ending nine leased premises and bringing beneficiary services under one roof.
- Saudi Building Code compliance
- Consultant-approved drawings
Out of scope
- Operation and maintenance after the warranty period
- Work outside the approved site or system boundary
5High-level requirements
- 1Saudi Building Code compliance
- 2Consultant-approved drawings
- 3Health & safety requirements
6Deliverables
| 1 | Project management plan | 2024-03-17 |
| 2 | Main deliverable — stage 1 | 2025-07-29 |
| 3 | Main deliverable — final stage | 2026-08-04 |
| 4 | Final report | 2026-12-31 |
7Key milestones
- Charter approved2024-02-02
- Contract signed2024-07-23
- 50% of works complete2025-07-29
- Provisional acceptance2026-10-07
- Closure2026-12-31
8Budget
- Main contract72.0%460.8M
- Supervision & consulting14.0%89.6M
- Internal team9.0%57.6M
- Contingency reserve (5%)5.0%32M
The owning sector’s approved budgetTotal640M
9Timeline
10Key risks
- HighContractor financial claims piling up over unapproved variations
- HighLate delivery of curtain-wall glazing from the overseas factory
- HighPossible removal of the MEP subcontractor
11Constraints
- Stay within the approved budget
- Comply with the Government Tenders & Procurement Law
12Assumptions
- Named internal staff available throughout
- Approvals land within workflow SLAs
13Stakeholders
- Project sponsorDecisions and funding
- Business ownerAccepts deliverables, owns benefits
- Projects Follow-up Office (EPMO)Governance and compliance
14Success criteria
- 1Delivered within the approved budget
- 2On the approved date ±5%
- 3Target benefits within 12 months
15Governance structure
- Change Control BoardApproves scope, cost and schedule changesWeekly
- EPMO CommitteeMethodology compliance, data quality, stage gatesFortnightly
- Project management teamDay-to-day control, risks, issues, weekly statusWeekly