AI insight
No early warning on this project
Only a 26% chance of a further slip on current trends.
Confidence76%
PRJ-2026-021On track6ProcurementConstruction
Abha – Al-Baha Road Dualisation
Add to watchlistDualising 142 km of the mountain road between Abha and Al-Baha, with safety works and tunnels.
Project managerEng. Ibrahim A. Al-GhamdiSponsorEng. Turki A. Al-AnaziProgrammeRegional Road Network Programme
Budget (BAC)
SAR 520M
Actual cost
SAR 10.4M
2% of budget
Progress
2%
Planned 2%
Estimate at completion
SAR 520M
SPI · CPI
1.00Schedule performance index · 1.001.00Cost performance index · 1.00
Forecast finish
2028-12-31
On baseline
ProcurementPhase 6 of 11
Next gate:Execution12 September 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate17 October 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate4 February 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 April 2026Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate25 May 2026Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate24 June 2026Procurement · Current phaseProcurement · Current phase
- Gate into «Execution»DecisionNot held yetDate12 September 2026Execution · Not startedExecution · Not started
- Gate into «Monitoring & Control»DecisionNot held yetMonitoring & 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
86
Solid
On track
- Schedule90Milestones on time; SPI within tolerance.On track
- Cost93Spend in line with earned value.On track
- Risk64Medium risks need refreshed responses.At risk
- Scope86Scope stable, no pending changes.On track
- Quality92Deliverables accepted first time.On track
- Resources87Team complete; allocation balanced.On track
- Stakeholders91Stakeholders 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 close to plan: 2% done against 2% planned.
SPI 1.00, CPI 1.00.
Progress & earned value
2 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 2% of budget
10.4M/ 520M
- Actual spend
- 10.4M
- Committed
- 12.5M
- Approved budget
- 520M
- Estimate at completion
- 520M
Next milestones
- 50% of works complete2027-08-29On track
- Provisional acceptance2028-10-12On track
- Closure2028-12-31On track
Waiting on someone
0 approvals and 0 open actions on this project
Risks & issues
1 open risk, exposure SAR 93.6M
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 121Probability: Possible · Impact: SevereHigh · Score 15RSK-0046Tender prices 18% above the engineer’s estimate
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
- High1
- Medium0
- Low0
Open issues
0 escalated
- No open issues
Deliverables
0 of 4 approved
- Project management planDLV-021-1 · V1Eng. Ibrahim A. Al-Ghamdi166 days overdue2026-05-1528 Dhuʻl-Qiʻdah 1447 AHIn review
- Main deliverable — stage 1DLV-021-2 · V0Eng. Bandar M. Al-ShammariIn 305 days2027-08-2927 Rabiʻ I 1449 AHDraft
- Main deliverable — final stageDLV-021-3 · V0Eng. Bandar M. Al-ShammariIn 655 days2028-08-1322 Rabiʻ I 1450 AHDraft
- Final reportDLV-021-4 · V0Eng. Bandar M. Al-ShammariIn 795 days2028-12-3115 Shaʻban 1450 AHDraft
Team, contracts & documents
Team
2 members
Eng. Ibrahim A. Al-Ghamdi · Director, Engineering SupervisionMazen A. Al-Hazmi · Procurement & Tendering Specialist
- Eng. Ibrahim A. Al-GhamdiEng. Ibrahim A. Al-GhamdiDirector, Engineering SupervisionProject manager (tender stage)P-036i.alghamdi@alwaha.gov.sa30%
- Mazen A. Al-HazmiMazen A. Al-HazmiProcurement & Tendering SpecialistDualisation tenderP-038m.alhazmi@alwaha.gov.sa30%
Contracts
0 contracts
- No external contracts — delivered in-house