AI insight
No early warning on this project
Only a 44% chance of a further slip on current trends.
Confidence76%
PRJ-2026-027At risk7ExecutionHybrid
Change Management & Culture Programme
Add to watchlistPreparing staff for digital change through change champions and internal campaigns.
Project managerGhada A. Al-ShahraniSponsorSarah A. Al-QarniProgrammeInstitutional Performance Excellence Programme
Budget (BAC)
SAR 6.4M
Actual cost
SAR 4.1M
64% of budget
Progress
63%
Planned 72%
Estimate at completion
SAR 6.5M
SAR +131K
SPI · CPI
0.88Schedule performance index · 0.880.98Cost performance index · 0.98
Forecast finish
2027-01-31
31 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control2 November 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate16 May 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate3 September 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate2 November 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate23 November 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionConditional goDate6 December 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate9 January 2026Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate2 November 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
84
Solid
At risk
- Schedule68A schedule variance needing a catch-up plan.At risk
- Cost89Spend in line with earned value.On track
- Risk90No high risks open.On track
- Scope94Scope stable, no pending changes.On track
- Quality88Deliverables accepted first time.On track
- Resources83Team complete; allocation balanced.On track
- Stakeholders72Engagement gaps with some parties.At risk
- Benefits85Benefits on track.On track
Index over the last six reports
−9
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: 63% done against 72% planned.
SPI 0.88, CPI 0.98.
Progress & earned value
3 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 86% of budget
4.1M/ 6.4M131Kprojected overrun(2.0%)
- Actual spend
- 4.1M
- Committed
- 5.5M
- Approved budget
- 6.4M
- Estimate at completion
- 6.5M
Next milestones
- Provisional acceptance2026-12-20was 2026-11-27Late
- Closure2027-01-31was 2026-12-31Late
Waiting on someone
0 approvals and 0 open actions on this project
Risks & issues
1 open risk, exposure SAR 250K
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-0040Low middle-management participation in change activitiesProbability: 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
Open issues
0 escalated
- No open issues
Deliverables
1 of 4 approved
- Project management planDLV-027-1 · V1Ghada A. Al-Shahrani2025-11-192025-11-1928 Jumada I 1447 AHApproved
- Main deliverable — stage 1DLV-027-2 · V1Abdulmajeed R. Al-Dosari143 days overdue2026-06-0721 Dhuʻl-Hijjah 1447 AHIn review
- Main deliverable — final stageDLV-027-3 · V1Abdulmajeed R. Al-DosariIn 5 days2026-11-0222 Jumada I 1448 AHIn progress
- Final reportDLV-027-4 · V1Abdulmajeed R. Al-DosariIn 64 days2026-12-3122 Rajab 1448 AHIn progress
Team, contracts & documents
Team
4 members
Ghada A. Al-Shahrani · Director, Organisational ExcellenceSarah A. Al-Qarni · VP, Support ServicesLama S. Al-Harbi · Senior Business AnalystNouf M. Al-Balawi · Change Management Specialist
- Ghada A. Al-ShahraniGhada A. Al-ShahraniDirector, Organisational ExcellenceProject managerP-029g.alshahrani@alwaha.gov.sa50%
- Sarah A. Al-QarniSarah A. Al-QarniVP, Support ServicesProject sponsorP-012s.alqarni@alwaha.gov.sa10%
- Lama S. Al-HarbiLama S. Al-HarbiSenior Business AnalystProcess change-impact analysisP-006l.alharbi@alwaha.gov.sa15%
- Nouf M. Al-BalawiNouf M. Al-BalawiChange Management SpecialistInternal communications planP-035n.albalawi@alwaha.gov.sa45%