AI insight
No early warning on this project
Only a 35% chance of a further slip on current trends.
Confidence76%
PRJ-2026-017At risk9HandoverWaterfall
Document & Correspondence Management Platform
Add to watchlistAutomated correspondence and e-archiving, linked to the government communications network.
Budget (BAC)
SAR 14.2M
Actual cost
SAR 13.5M
95% of budget
Progress
95%
Planned 100%
Estimate at completion
SAR 14.2M
SPI · CPI
0.95Schedule performance index · 0.951.00Cost performance index · 1.00
Forecast finish
2026-11-15
46 days behind baseline
HandoverPhase 9 of 11
Next gate:Closure30 September 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate2 August 2024Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionConditional goDate20 November 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate19 January 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate19 February 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate10 March 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionConditional goDate28 April 2025Execution · CompleteExecution · Complete
- Gate into «Monitoring & Control»DecisionGoDate5 July 2026Monitoring & Control · CompleteMonitoring & Control · Complete
- Gate into «Handover»DecisionGoDate11 August 2026Handover · Current phaseHandover · Current phase
- Gate into «Closure»DecisionNot held yetDate30 September 2026Closure · 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
84
Solid
At risk
- Schedule86Milestones on time; SPI within tolerance.On track
- Cost85Spend in line with earned value.On track
- Risk94No high risks open.On track
- Scope82Scope stable, no pending changes.On track
- Quality64Open quality findings on some deliverables.At risk
- Resources90Team complete; allocation balanced.On track
- Stakeholders69Engagement gaps with some parties.At risk
- Benefits83Benefits on track.On track
Index over the last six reports
−11
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: 95% done against 100% planned.
SPI 0.95, CPI 1.00.
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 98% of budget
13.5M/ 14.2M
- Actual spend
- 13.5M
- Committed
- 13.9M
- Approved budget
- 14.2M
- Estimate at completion
- 14.2M
Next milestones
- Closure2026-11-15was 2026-09-30Late
Waiting on someone
0 approvals and 0 open actions on this project
Approvals & requests
From «My actions» for this project
- No approvals pending
Actions
0 open
- No actions on this project
Change requests
Cost and schedule impact
Risks & issues
1 open risk, exposure SAR 480K
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-0038High UAT defect count in the outgoing-mail moduleProbability: 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
- Medium1
- Low0
Deliverables
3 of 4 approved
- Project management planDLV-017-1 · V1Dana S. Al-Saleh622 days overdue2025-02-1314 Shaʻban 1446 AHIn review
- Main deliverable — stage 1DLV-017-2 · V1Munirah A. Al-Khalidi2025-12-012025-12-0110 Jumada II 1447 AHApproved
- Main deliverable — final stageDLV-017-3 · V1Munirah A. Al-Khalidi2026-07-052026-07-0520 Muharram 1448 AHApproved
- Final reportDLV-017-4 · V1Munirah A. Al-Khalidi2026-09-302026-09-3019 Rabiʻ II 1448 AHApproved
Team, contracts & documents
Team
1 member
Dana S. Al-Saleh · Director, Enterprise Applications
- Dana S. Al-SalehDana S. Al-SalehDirector, Enterprise ApplicationsProject managerP-025d.alsaleh@alwaha.gov.sa25%
Meetings
- No meetings scheduled