10My actionsNotifications
PRJ-2026-014At risk7ExecutionHybrid

Unified Digital Services Platform

Remove from watchlist

One platform bringing 68 of the authority’s services into a single journey — Nafath sign-in and SADAD payments.

Project managerEng. Sultan F. Al-GhamdiSponsorEng. Majed S. Al-RasheedProgrammeDigital Government Services Programme
Early warning: ⁦74%⁩ chance of slipping within ⁦45⁩ days

Budget (BAC)

SAR 86.4M

Actual cost

SAR 52.2M

⁦60%⁩ of budget

Progress

⁦58%⁩

Planned ⁦67%⁩

Estimate at completion

SAR 90M

SAR +3.6M

SPI · CPI

0.87Schedule performance index · 0.870.96Cost performance index · 0.96

Forecast finish

⁦2027-05-12⁩

42 days behind baseline

ExecutionPhase ⁦7⁩ of ⁦11⁩

Next gate:Monitoring & Control15 February 2027

  1. Idea · CompleteIdea · Complete
  2. Gate into «Feasibility»DecisionGoDate16 June 2024Feasibility · CompleteFeasibility · Complete
  3. Gate into «Initiation»DecisionGoDate22 September 2024Initiation · CompleteInitiation · Complete
  4. Gate into «Planning»DecisionConditional goDate5 January 2025Planning · CompletePlanning · Complete
  5. Gate into «Approval»DecisionGoDate16 February 2025Approval · CompleteApproval · Complete
  6. Gate into «Procurement»DecisionGoDate2 March 2025Procurement · CompleteProcurement · Complete
  7. Gate into «Execution»DecisionConditional goDate27 April 2025Execution · Current phaseExecution · Current phase
  8. Gate into «Monitoring & Control»DecisionNot held yetDate15 February 2027Monitoring & Control · Not startedMonitoring & Control · Not started
  9. Gate into «Handover»DecisionNot held yetHandover · Not startedHandover · Not started
  10. Gate into «Closure»DecisionNot held yetClosure · Not startedClosure · Not started
  11. Gate into «Benefits Realization»DecisionNot held yetBenefits Realization · Not startedBenefits Realization · Not started

Closure readiness

Closure planned after the forecast finish on ⁦2027-05-12⁩

A preview of what closure will need, with the planned dates, and the lessons captured so far.

Example: a project in closureExample: a closed project
0/7

Closure checklist

Seven mandatory items before any project closes.

  1. 1

    Deliverables acceptedNot started

    Final acceptance of every deliverable

    Faisal A. Al-ShehriPlanned ⁦2027-05-02⁩

  2. 2

    Financial closureNot started

    Spend reconciled, commitments closed

    Khalid N. Al-MutairiPlanned ⁦2027-06-01⁩

  3. 3

    Contract closureNot started

    Contracts closed, retention released

    Khalid N. Al-MutairiPlanned ⁦2027-06-11⁩

  4. 4

    Documents archivedNot started

    Documents archived with classification

    Eng. Sultan F. Al-GhamdiPlanned ⁦2027-06-06⁩

  5. 5

    Lessons learnedIn progress

    ⁦3⁩ lessons captured during execution

    Eng. Sultan F. Al-GhamdiPlanned ⁦2027-05-27⁩

  6. 6

    Benefits owner assignedNot started

    Benefits handed to their owner with a measurement plan

    Faisal A. Al-ShehriPlanned ⁦2027-05-22⁩

  7. 7

    Final report approvedNot started

    Final report and its approval

    Eng. Sultan F. Al-GhamdiPlanned ⁦2027-06-16⁩

Post-implementation review

Did it reach its goal? Did it stay on budget? Were the benefits realised? What did we learn and improve?

The review comes after closure

About three months after the forecast finish (⁦2027-05-12⁩), with the sponsor and the benefits owner.

Lessons learned

3 lessons — offered automatically to similar projects when they are created.

Knowledge base
LL-052Vendors

A ready substitution plan for every critical vendor role

Context
Two vendor integration engineers left at the peak of Nafath/SADAD work.
What happened
The contract had no substitution deadline, so both seats sat empty for two weeks.
Impact
Integration progress fell; the integration milestone slipped ⁦40⁩ days.
Recommendation
A named-team clause with ⁦10-day⁩ substitution and a penalty in contract templates.
Eng. Sultan F. Al-Ghamdi · ⁦2026-10-12⁩
LL-049Integrationcited ⁦1⁩ times

A fallback test environment for national integrations

Context
The shared Nafath test environment was down for nine days.
What happened
The integration team stopped entirely — there was no local simulator.
Impact
About ⁦60⁩ person-days lost.
Recommendation
Build a simulator of the national interfaces in the first integration sprint.
Hussam T. Al-Qurashi · ⁦2026-10-09⁩
LL-046Requirementscited ⁦2⁩ times

One workshop per service with every department involved

Context
Two departments gave conflicting licence-issuance requirements.
What happened
Requirements were gathered department by department; the conflict surfaced mid-build.
Impact
Three screens redesigned; the service slipped two weeks.
Recommendation
Joint sign-off in one workshop before the sprint starts.
Lama S. Al-Harbi · ⁦2026-07-20⁩

Benefits handover

Each benefit moves from the project manager to an owner who measures it after closure.

  • Higher satisfaction with digital services

    baseline ⁦68⁩ · now ⁦74⁩ · target ⁦88⁩ %

    ⁦30%⁩ of target realised
    Handed over at closure (current owner: Faisal A. Al-Shehri)
  • Lower cost per transaction

    baseline ⁦46⁩ · now ⁦41⁩ · target ⁦18⁩ SAR / transaction

    ⁦18%⁩ of target realised
    Handed over at closure (current owner: Faisal A. Al-Shehri)
  • Shorter licence turnaround

    baseline ⁦21⁩ · now ⁦9.5⁩ · target ⁦5⁩ days

    ⁦72%⁩ of target realised
    Handed over at closure (current owner: Eng. Reem K. Al-Dosari)
Esc

Quick actions

Go to

Projects

↑↓to move↵to openEscto close