AI insight
No early warning on this project
Only a 0% chance of a further slip on current trends.
Confidence76%
PRJ-2026-030On track10ClosureWaterfall
Enterprise Risk Management Framework
Add to watchlistA framework, policies and a single register for enterprise risk, with a board-approved risk appetite.
Project managerTariq S. Al-YamiSponsorDr. Mohammed I. Al-Subaie
Budget (BAC)
SAR 3.6M
Actual cost
SAR 3.5M
96% of budget
Progress
100%
Planned 100%
Estimate at completion
SAR 3.5M
SPI · CPI
1.00Schedule performance index · 1.001.04Cost performance index · 1.04
Forecast finish
2026-08-31
On baseline
ClosurePhase 10 of 11
Next gate:Benefits Realization30 October 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionConditional goDate20 September 2024Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate8 January 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate9 March 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate5 April 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate21 April 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionConditional goDate3 June 2025Execution · CompleteExecution · Complete
- Gate into «Monitoring & Control»DecisionGoDate16 June 2026Monitoring & Control · CompleteMonitoring & Control · Complete
- Gate into «Handover»DecisionGoDate19 July 2026Handover · CompleteHandover · Complete
- Gate into «Closure»DecisionConditional goDate31 August 2026Closure · Current phaseClosure · Current phase
- Gate into «Benefits Realization»DecisionNot held yetDate30 October 2026Benefits 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
88
Solid
On track
- Schedule83Milestones on time; SPI within tolerance.On track
- Cost83Spend in line with earned value.On track
- Risk90No high risks open.On track
- Scope84Scope stable, no pending changes.On track
- Quality94Deliverables accepted first time.On track
- Resources94Team complete; allocation balanced.On track
- Stakeholders92Stakeholders supportive.On track
- Benefits94Benefits 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: 100% done against 100% planned.
SPI 1.00, CPI 1.04.
Progress & earned value
5 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 97% of budget
3.5M/ 3.6M138Kprojected saving(3.8%)
- Actual spend
- 3.5M
- Committed
- 3.5M
- Approved budget
- 3.6M
- Estimate at completion
- 3.5M
Next milestones
- Every milestone is complete
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
3 of 4 approved
- Project management planDLV-030-1 · V1Tariq S. Al-Yami576 days overdue2025-03-312 Shawwal 1446 AHIn review
- Main deliverable — stage 1DLV-030-2 · V1Dr. Amal F. Al-Sudairi2025-12-092025-12-0918 Jumada II 1447 AHApproved
- Main deliverable — final stageDLV-030-3 · V1Dr. Amal F. Al-Sudairi2026-06-162026-06-161 Muharram 1448 AHApproved
- Final reportDLV-030-4 · V1Dr. Amal F. Al-Sudairi2026-08-312026-08-3118 Rabiʻ I 1448 AHApproved
Team, contracts & documents
Team
2 members
Tariq S. Al-Yami · Director, Corporate Performance MeasurementDr. Noura M. Al-Otaibi · Director, Enterprise PMO
- Tariq S. Al-YamiTariq S. Al-YamiDirector, Corporate Performance MeasurementProject manager (closure)P-040t.alyami@alwaha.gov.sa20%
- Dr. Noura M. Al-OtaibiDr. Noura M. Al-OtaibiDirector, Enterprise PMOClosure assurance & lessons learnedP-002n.alotaibi@alwaha.gov.sa15%
Contracts
0 contracts
- No external contracts — delivered in-house
Meetings
- No meetings scheduled