AI insight
58% chance of a further slip within 45 days
From the SPI trend (0.88), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-013At risk7ExecutionConstruction
Smart Street Lighting
Add to watchlist42,000 street lights replaced with LED under a central remote-control system.
Early warning: 58% chance of slipping within 45 days
Budget (BAC)
SAR 74M
Actual cost
SAR 62.2M
84% of budget
Progress
79%
Planned 90%
Estimate at completion
SAR 78.7M
SAR +4.7M
SPI · CPI
0.88Schedule performance index · 0.880.94Cost performance index · 0.94
Forecast finish
2026-12-15
45 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control5 August 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate30 August 2024Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate18 December 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate16 February 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionConditional goDate19 March 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate7 April 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate27 May 2025Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate5 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
76
Needs watching
At risk
- Schedule71A schedule variance needing a catch-up plan.At risk
- Cost69CPI below 0.95 — watch it.At risk
- Risk71Medium risks need refreshed responses.At risk
- Scope93Scope stable, no pending changes.On track
- Quality70Open quality findings on some deliverables.At risk
- Resources85Team complete; allocation balanced.On track
- Stakeholders85Stakeholders supportive.On track
- Benefits86Benefits on track.On track
Index over the last six reports
−6
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: 79% done against 90% planned.
SPI 0.88, CPI 0.94.
Progress & earned value
4 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 93% of budget
62.2M/ 74M4.7Mprojected overrun(6.4%)
- Actual spend
- 62.2M
- Committed
- 68.8M
- Approved budget
- 74M
- Estimate at completion
- 78.7M
Next milestones
- Closure2026-12-15was 2026-10-31Late
Waiting on someone
1 approvals and 1 open actions on this project
Approvals & requests
From «My actions» for this project
- Request
Actions
1 open
- Update progress and the plan in MunjazEng. Waleed O. Al-Juhani7 days overdue2026-10-2110 Jumada I 1448 AHMedium
Change requests
Cost and schedule impact
- No change requests
Risks & issues
2 open risks, exposure SAR 3.2M
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 61Probability: Possible · Impact: ModerateMedium · Score 9RSK-0030Lighting-pole quantity variances between drawings and site1Probability: Possible · Impact: MajorMedium · Score 12RSK-0031Late integration of the central control system with the lightsProbability: 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
- Medium2
- Low0
Deliverables
2 of 4 approved
- Project management planDLV-013-1 · V1Eng. Waleed O. Al-Juhani2025-03-132025-03-1313 Ramadan 1446 AHApproved
- Main deliverable — stage 1DLV-013-2 · V1Eng. Bandar M. Al-Shammari301 days overdue2025-12-3111 Rajab 1447 AHIn review
- Main deliverable — final stageDLV-013-3 · V1Eng. Bandar M. Al-Shammari2026-08-052026-08-0522 Safar 1448 AHApproved
- Final reportDLV-013-4 · V1Eng. Bandar M. Al-ShammariIn 3 days2026-10-3120 Jumada I 1448 AHIn progress
Team, contracts & documents
Team
2 members
Eng. Waleed O. Al-Juhani · Director, Utilities & Public ServicesEng. Bandar M. Al-Shammari · Deputy, Infrastructure
- Eng. Waleed O. Al-JuhaniEng. Waleed O. Al-JuhaniDirector, Utilities & Public ServicesProject managerP-021w.aljuhani@alwaha.gov.sa30%
- Eng. Bandar M. Al-ShammariEng. Bandar M. Al-ShammariDeputy, InfrastructureProject sponsorP-013b.alshammari@alwaha.gov.sa15%