AI insight
No early warning on this project
Only a 8% chance of a further slip on current trends.
Confidence76%
PRJ-2026-028On track7ExecutionWaterfall
Strategic Plan 2027–2030
Add to watchlistRefreshing strategy, portfolios and KPIs for the next cycle, aligned with the Vision Realisation Programmes.
Project managerAbeer H. Al-ShamraniSponsorDr. Mohammed I. Al-SubaieProgrammeInstitutional Performance Excellence Programme
Budget (BAC)
SAR 3.2M
Actual cost
SAR 2.2M
70% of budget
Progress
70%
Planned 68%
Estimate at completion
SAR 3.2M
SPI · CPI
1.03Schedule performance index · 1.031.00Cost performance index · 1.00
Forecast finish
2026-12-15
On baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control13 November 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate14 November 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate4 March 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 May 2026Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate14 May 2026Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate21 May 2026Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate8 June 2026Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate13 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
89
Solid
On track
- Schedule92Milestones on time; SPI within tolerance.On track
- Cost90Spend in line with earned value.On track
- Risk85No high risks open.On track
- Scope88Scope stable, no pending changes.On track
- Quality89Deliverables accepted first time.On track
- Resources90Team complete; allocation balanced.On track
- Stakeholders84Stakeholders supportive.On track
- Benefits93Benefits on track.On track
Index over the last six reports
+4
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: 70% done against 68% planned.
SPI 1.03, CPI 1.00.
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 94% of budget
2.2M/ 3.2M
- Actual spend
- 2.2M
- Committed
- 3M
- Approved budget
- 3.2M
- Estimate at completion
- 3.2M
Next milestones
- Provisional acceptance2026-11-27On track
- Closure2026-12-15On track
Waiting on someone
0 approvals and 0 open actions on this project
Risks & issues
0 open risks, exposure SAR 0
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 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
- Medium0
- Low0
Top risks
- No open risks
Open issues
0 escalated
- No open issues
Deliverables
1 of 4 approved
- Project management planDLV-028-1 · V1Abeer H. Al-Shamrani169 days overdue2026-05-1225 Dhuʻl-Qiʻdah 1447 AHIn review
- Main deliverable — stage 1DLV-028-2 · V1Dr. Amal F. Al-Sudairi2026-08-262026-08-2613 Rabiʻ I 1448 AHApproved
- Main deliverable — final stageDLV-028-3 · V1Dr. Amal F. Al-SudairiIn 16 days2026-11-133 Jumada II 1448 AHIn progress
- Final reportDLV-028-4 · V1Dr. Amal F. Al-SudairiIn 48 days2026-12-156 Rajab 1448 AHIn progress
Team, contracts & documents
Team
3 members
Abeer H. Al-Shamrani · Director General, StrategyDr. Mohammed I. Al-Subaie · VP, Planning & StrategyDr. Noura M. Al-Otaibi · Director, Enterprise PMO
- Abeer H. Al-ShamraniAbeer H. Al-ShamraniDirector General, StrategyProject managerP-039a.alshamrani@alwaha.gov.sa70%
- Dr. Mohammed I. Al-SubaieDr. Mohammed I. Al-SubaieVP, Planning & StrategyProject sponsorP-009m.alsubaie@alwaha.gov.sa25%
- Dr. Noura M. Al-OtaibiDr. Noura M. Al-OtaibiDirector, Enterprise PMOGovernance adviser to the strategic planP-002n.alotaibi@alwaha.gov.sa10%
Meetings
- No meetings scheduled