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PRJ-2026-014At risk7ExecutionHybrid

Unified Digital Services Platform

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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

Finance & earned value

The full budget structure, cost broken down by eight dimensions, cash flow with its S-curve, and earned-value indicators with an automatic end-of-project forecast.

Budget anatomy

The approved SAR 86.4M split into spent, committed and left, with the estimate at completion

Forecast overrun SAR 3.6M
EAC SAR 90M
Revised request SAR 90.4M
  • Actual spendSAR 52.2M
  • Committed, not spentSAR 19.6M
  • Allotted, uncommittedSAR 12.5M
  • Contingency availableSAR 2.1M

Budget

Original budgetwhen the first baseline was approved
SAR 84M
Approved budgetafter approved change requests
SAR 86.4M
Current budgetavailable to spend now
SAR 86.4M
Revised budgetif the pending changes are approved
SAR 90.4M

Commitments

Commitmentssigned contracts and purchase orders
SAR 71.8M
Contracts3 active contracts
SAR 65.6M
Purchase orders⁦3⁩ orders
SAR 6.2M
Remaining budgetapproved less actual
SAR 34.2M

Spend & outlook

Actual costincluding accruals
SAR 52.2M
Accrualswork done, not yet invoiced
SAR 2.4M
Estimate at completionthe PM’s bottom-up forecast
SAR 90M
ContingencySAR 1.1M drawn of SAR 3.2M
SAR 2.1M

Budget bridge

From the original to the revised request

  • Total
  • Increase
  • Decrease

Contingency draw-downs

SAR 1.1M drawn of SAR 3.2M

  • Nafath integration — extra test environment⁦2026-03-18⁩SAR 420K
  • Excavation permits — GIS integration need⁦2026-06-09⁩SAR 380K
  • Data migration — cleansing establishment records⁦2026-09-22⁩SAR 300K

Purchase orders

Cost breakdown structure

Every dimension adds up to the same totals

Cost breakdown structure — WBS
ItemBudgetSAR MCommittedSAR MActualSAR MEACSAR MVarianceSAR MConsumption
1Project management & governance6.746.034.926.99⁦−0.25⁩
2Requirements & service design10.1210.3110.3110.31⁦−0.20⁩
3Core platform build25.2923.2620.1326.00⁦−0.71⁩
4National systems integration15.1712.017.1116.29⁦−1.11⁩
5Data migration8.436.704.039.04⁦−0.61⁩
6Testing, quality & security10.127.744.0810.95⁦−0.83⁩
7Launch & change management8.435.751.619.37⁦−0.94⁩
Unallocated contingency2.100.000.001.05⁦+1.05⁩
Total86.4071.8052.2090.00⁦−3.60⁩

Budget split

WBS

SAR 86.4M

Budget

  • Project management & governanceSAR 6.7M⁦8%⁩
  • Requirements & service designSAR 10.1M⁦12%⁩
  • Core platform buildSAR 25.3M⁦29%⁩
  • National systems integrationSAR 15.2M⁦18%⁩
  • Data migrationSAR 8.4M⁦10%⁩
  • Testing, quality & securitySAR 10.1M⁦12%⁩
  • Launch & change managementSAR 8.4M⁦10%⁩
  • Unallocated contingencySAR 2.1M⁦2%⁩

Cash flow

Planned, committed, actual and forecast

Spend per period

SAR millions

  • Planned
  • Actual
  • Forecast

Cumulative S-curve

Cumulative to close

  • Actual, then forecast
  • Planned, cumulative
  • Committed, cumulative
  • Forecast

Earned value management

At the data date ⁦2026-10-28⁩

Planned value, earned value and actual cost

  • Planned value
  • Earned value
  • Actual cost
  • Estimate at completion
  • Budget at completion

Finish by earned schedule

⁦2027-06-27⁩+88

SPI(t) ⁦0.90⁩ against the approved finish ⁦2027-03-31⁩

Planned valuePV
SAR 57.9M
The value of the work that should be done by today.
PV
Earned valueEV
SAR 50.1M
The value of the work actually done, at plan prices.
EV = % complete × BAC
Actual costAC
SAR 52.2M
What has actually been spent on the work done.
AC
Budget at completionBAC
SAR 86.4M
The approved budget for the whole project.
BAC
Cost varianceCV
⁦−2.09⁩ SAR M
Earned less actual; negative means paying more than the value.
CV = EV − AC
Schedule varianceSV
⁦−7.78⁩ SAR M
Earned less planned; negative means behind, in value.
SV = EV − PV
Cost performance indexCPI
0.96
Value produced per riyal spent; under 1 is an overrun.
CPI = EV ÷ AC
Schedule performance indexSPI
0.87
Work done over work planned; under 1 is behind.
SPI = EV ÷ PV
Estimate at completionEAC
SAR 90M
What the project will cost when it finishes, as forecast.
EAC = BAC ÷ CPI
Estimate to completeETC
SAR 37.8M
What is still to be spent to completion.
ETC = EAC − AC
Variance at completionVAC
⁦−3.60⁩ SAR M
Budget less the estimate; negative is an overrun.
VAC = BAC − EAC
To-complete performance indexTCPI
1.06
The cost efficiency the rest must reach to stay on budget.
TCPI = (BAC − EV) ÷ (BAC − AC)

Automatic end-of-project forecast

Four ways to estimate the final cost, and the date earned schedule points to

  • At today’s cost performanceSAR 90M
  • If the rest goes to planSAR 88.5M
  • At cost and schedule performanceSAR 95.9M
  • The PM’s bottom-up estimateSAR 90M
  • To stay within SAR 86.4M, cost performance on the rest must rise to ⁦1.06⁩ — above what has been achieved.

Estimate at completion at that performance

SAR 90M

Variance at completion: ⁦−3.60⁩ SAR M

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