AI insight
No early warning on this project
Only a 0% chance of a further slip on current trends.
Confidence76%
PRJ-2026-033On hold4PlanningConstruction
Regional Emergency & Safety Centre
Add to watchlistA regional emergency-response hub with an operations room, training grounds and supply depots.
Project managerEng. Shahad M. Al-MalkiSponsorEng. Turki A. Al-AnaziProgrammeGovernment Buildings & Facilities Programme
Budget (BAC)
SAR 210M
Actual cost
SAR 4.2M
2% of budget
Progress
2%
Planned 2%
Estimate at completion
SAR 210M
SPI · CPI
1.00Schedule performance index · 1.001.00Cost performance index · 1.00
Forecast finish
2028-12-31
184 days behind baseline
PlanningPhase 4 of 11
Next gate:Approval13 April 2026
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate12 September 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate31 December 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate1 March 2026Planning · Current phasePlanning · Current phase
- Gate into «Approval»DecisionNot held yetDate13 April 2026Approval · Not startedApproval · Not started
- Gate into «Procurement»DecisionNot held yetProcurement · Not startedProcurement · Not started
- Gate into «Execution»DecisionNot held yetExecution · 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
83
Solid
On hold
- Schedule93Milestones on time; SPI within tolerance.On track
- Cost91Spend in line with earned value.On track
- Risk42A high risk open without an adequate response.Off track
- Scope93Scope stable, no pending changes.On track
- Quality90Deliverables accepted first time.On track
- Resources86Team complete; allocation balanced.On track
- Stakeholders68Engagement gaps with some parties.At risk
- Benefits92Benefits on track.On track
Index over the last six reports
−14
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
4.2M/ 210M
- Actual spend
- 4.2M
- Committed
- 4.6M
- Approved budget
- 210M
- Estimate at completion
- 210M
Next milestones
- 50% of works complete2027-08-10was 2027-05-10Late
- Provisional acceptance2028-09-08was 2028-04-23Late
- Closure2028-12-31was 2028-06-30Late
Waiting on someone
0 approvals and 0 open actions on this project
Risks & issues
1 open risk, exposure SAR 12M
Risk map
Probability
5Probability: Almost certain · Impact: NegligibleLow · Score 5Probability: Almost certain · Impact: MinorMedium · Score 10Probability: Almost certain · Impact: ModerateHigh · Score 151Probability: Almost certain · Impact: MajorCritical · Score 20RSK-0044Late land handover and title deed from the owning entityProbability: 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
- Critical1
- High0
- Medium0
- Low0
Open issues
0 escalated
- No open issues
Deliverables
1 of 4 approved
- Project management planDLV-033-1 · V1Eng. Shahad M. Al-Malki2026-04-042026-04-0416 Shawwal 1447 AHApproved
- Main deliverable — stage 1DLV-033-2 · V0Eng. Abdulrahman S. Al-HarbiIn 194 days2027-05-104 Dhuʻl-Hijjah 1448 AHDraft
- Main deliverable — final stageDLV-033-3 · V0Eng. Abdulrahman S. Al-HarbiIn 492 days2028-03-037 Shawwal 1449 AHDraft
- Final reportDLV-033-4 · V0Eng. Abdulrahman S. Al-HarbiIn 611 days2028-06-307 Safar 1450 AHDraft
Team, contracts & documents
Team
1 member
Eng. Shahad M. Al-Malki · Director, Government Buildings & Facilities
- Eng. Shahad M. Al-MalkiEng. Shahad M. Al-MalkiDirector, Government Buildings & FacilitiesProject manager (on hold)P-022s.almalki@alwaha.gov.sa10%
Contracts
0 contracts
- No external contracts — delivered in-house