AI insight
No early warning on this project
Only a 10% chance of a further slip on current trends.
Confidence76%
PRJ-2026-012On track7ExecutionAgile
Corporate Performance Management System
Add to watchlistStrategic and operational KPIs wired to automated scorecards down to department level.
Project managerTariq S. Al-YamiSponsorDr. Mohammed I. Al-SubaieProgrammeInstitutional Performance Excellence Programme
Budget (BAC)
SAR 9.8M
Actual cost
SAR 7.4M
76% of budget
Progress
76%
Planned 75%
Estimate at completion
SAR 9.8M
SPI · CPI
1.01Schedule performance index · 1.011.00Cost performance index · 1.00
Forecast finish
2026-12-24
On baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control25 October 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate21 March 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionConditional goDate9 July 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate7 September 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionConditional goDate1 October 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate15 October 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate23 November 2025Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate25 October 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
89
Solid
On track
- Schedule90Milestones on time; SPI within tolerance.On track
- Cost91Spend in line with earned value.On track
- Risk88No high risks open.On track
- Scope86Scope stable, no pending changes.On track
- Quality86Deliverables accepted first time.On track
- Resources90Team complete; allocation balanced.On track
- Stakeholders94Stakeholders supportive.On track
- Benefits89Benefits on track.On track
Index over the last six reports
+2
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 close to plan: 76% done against 75% planned.
SPI 1.01, CPI 1.00.
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 88% of budget
7.4M/ 9.8M
- Actual spend
- 7.4M
- Committed
- 8.6M
- Approved budget
- 9.8M
- Estimate at completion
- 9.8M
Next milestones
- Provisional acceptance2026-11-18was 2026-11-23On track
- Closure2026-12-24was 2026-12-31On track
Waiting on someone
0 approvals and 0 open actions on this project
Risks & issues
0 open risks, exposure SAR 0
Risk map
Probability
5Probability: Almost certain · Impact: NegligibleLow · Score 5Probability: Almost certain · Impact: MinorMedium · Score 10Probability: Almost certain · Impact: ModerateHigh · Score 15Probability: Almost certain · Impact: MajorCritical · Score 20Probability: Almost certain · Impact: SevereCritical · Score 25
4Probability: Likely · Impact: NegligibleLow · Score 4Probability: Likely · Impact: MinorMedium · Score 8Probability: Likely · Impact: ModerateMedium · Score 12Probability: Likely · Impact: MajorHigh · Score 16Probability: 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 12Probability: Possible · Impact: SevereHigh · Score 15
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
- Critical0
- High0
- Medium0
- Low0
Top risks
- No open risks
Open issues
0 escalated
- No open issues
Deliverables
2 of 4 approved
- Project management planDLV-012-1 · V1Tariq S. Al-Yami397 days overdue2025-09-264 Rabiʻ II 1447 AHIn review
- Main deliverable — stage 1DLV-012-2 · V1Dr. Amal F. Al-Sudairi2026-05-102026-05-1023 Dhuʻl-Qiʻdah 1447 AHApproved
- Main deliverable — final stageDLV-012-3 · V1Dr. Amal F. Al-Sudairi2026-10-252026-10-2514 Jumada I 1448 AHApproved
- Final reportDLV-012-4 · V1Dr. Amal F. Al-SudairiIn 64 days2026-12-3122 Rajab 1448 AHIn progress
Team, contracts & documents
Team
2 members
Tariq S. Al-Yami · Director, Corporate Performance MeasurementDr. Amal F. Al-Sudairi · Deputy, Strategic Planning & Performance
- Tariq S. Al-YamiTariq S. Al-YamiDirector, Corporate Performance MeasurementProject managerP-040t.alyami@alwaha.gov.sa60%
- Dr. Amal F. Al-SudairiDr. Amal F. Al-SudairiDeputy, Strategic Planning & PerformanceProject sponsorP-015a.alsudairi@alwaha.gov.sa20%
Contracts
0 contracts
- No external contracts — delivered in-house