Did it reach its goal?
Yes100%
Every deliverable done; the board approved the risk appetite.
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
Closing
4 of 7 closure items done
Finish the open items and hand the benefits to their owner, then close the project. No project closes without lessons learned.
4/7
Closure checklist
Seven mandatory items before any project closes.
- 1
Deliverables acceptedDone
Framework, policies and risk appetite approved by the board
Dr. Amal F. Al-SudairiDone 2026-08-31
- 2
Financial closureIn progress
Reconciling SAR 3.46M spend; closing the last SAR 40K of commitments
Haifa S. Al-RuwailiPlanned 2026-11-05
- 3
Contract closureDone
No external contracts — delivered in-house
Tariq S. Al-YamiDone 2026-09-10
- 4
Documents archivedIn progress
31 of 38 documents archived
Tariq S. Al-YamiPlanned 2026-11-02Evidence
- 5
Lessons learnedDone
One lesson published on sector champions
Tariq S. Al-YamiDone 2026-10-14Evidence
- 6Hand over benefits ↓
Benefits owner assignedNot started
Hand the response-plan benefit from the PM to the Deputy for Strategy
Dr. Amal F. Al-SudairiPlanned 2026-10-31
- 7
Post-implementation review
Did it reach its goal? Did it stay on budget? Were the benefits realised? What did we learn and improve?
· Facilitated by Dr. Noura M. Al-Otaibi
Did it stay on budget?
Yes−3.9%
SAR 3.46M against 3.6M, on time.
Were the benefits realised?
Partly78%
78% of risks have a response plan vs 90% targeted at 12 months.
What did we learn?
Yes1
One lesson published; a second proposed on linking the register to Munjaz.
What should improve?
Partly—
To complete in the post-closure review session.
Lessons learned
1 lesson — offered automatically to similar projects when they are created.
Name a project champion in every sector from day one
- Context
- An enterprise risk framework needs every sector on board.
- What happened
- Two sectors lagged until a named coordinator was set for each.
- Impact
- Risks with a response plan rose from 35% to 78%.
- Recommendation
- Add a “sector champion” role to the communication-plan template.
Tariq S. Al-Yami · 2026-09-28
Benefits handover
Each benefit moves from the project manager to an owner who measures it after closure.
- Enterprise risks with a response plan
baseline 35 · now 78 · target 90 %
78% of target realised