AI insight
55% chance of a further slip within 60 days
From the SPI trend (0.89), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-034At risk7ExecutionConstruction
Northern Logistics Zone Infrastructure
Add to watchlistInternal roads and utility networks for a 12 km² logistics zone at the northern gateway.
Project managerEng. Ibrahim A. Al-GhamdiSponsorEng. Turki A. Al-AnaziProgrammeRegional Road Network Programme
Early warning: 55% chance of slipping within 60 days
Budget (BAC)
SAR 238M
Actual cost
SAR 81.8M
34% of budget
Progress
33%
Planned 37%
Estimate at completion
SAR 247.9M
SAR +9.9M
SPI · CPI
0.89Schedule performance index · 0.890.96Cost performance index · 0.96
Forecast finish
2027-09-28
28 days behind baseline
ExecutionPhase 7 of 11
Next gate:Monitoring & Control13 May 2027
- Idea · CompleteIdea · Complete
- Gate into «Feasibility»DecisionGoDate17 January 2025Feasibility · CompleteFeasibility · Complete
- Gate into «Initiation»DecisionGoDate7 May 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate6 July 2025Planning · CompletePlanning · Complete
- Gate into «Approval»DecisionGoDate14 August 2025Approval · CompleteApproval · Complete
- Gate into «Procurement»DecisionGoDate7 September 2025Procurement · CompleteProcurement · Complete
- Gate into «Execution»DecisionGoDate9 November 2025Execution · Current phaseExecution · Current phase
- Gate into «Monitoring & Control»DecisionNot held yetDate13 May 2027Monitoring & 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
81
Solid
At risk
- Schedule70A schedule variance needing a catch-up plan.At risk
- Cost85Spend in line with earned value.On track
- Risk63Medium risks need refreshed responses.At risk
- Scope89Scope stable, no pending changes.On track
- Quality94Deliverables accepted first time.On track
- Resources92Team complete; allocation balanced.On track
- Stakeholders72Engagement gaps with some parties.At risk
- Benefits92Benefits on track.On track
Index over the last six reports
−8
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: 33% done against 37% planned.
SPI 0.89, CPI 0.96.
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
81.8M/ 238M9.9Mprojected overrun(4.2%)
- Actual spend
- 81.8M
- Committed
- 205M
- Approved budget
- 238M
- Estimate at completion
- 247.9M
Next milestones
- Provisional acceptance2027-07-20was 2027-06-29Late
- Closure2027-09-28was 2027-08-31Late
Waiting on someone
0 approvals and 1 open actions on this project
Risks & issues
1 open risk, exposure SAR 14M
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 121Probability: Likely · Impact: MajorHigh · Score 16RSK-0036Logistics developer late on its infrastructure investment shareProbability: 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
- High1
- Medium0
- Low0
Deliverables
1 of 4 approved
- Project management planDLV-034-1 · V1Eng. Ibrahim A. Al-Ghamdi2025-08-062025-08-0612 Safar 1447 AHApproved
- Main deliverable — stage 1DLV-034-2 · V1Yousef A. Al-Omari78 days overdue2026-08-1128 Safar 1448 AHIn review
- Main deliverable — final stageDLV-034-3 · V0Yousef A. Al-OmariIn 197 days2027-05-137 Dhuʻl-Hijjah 1448 AHDraft
- Final reportDLV-034-4 · V0Yousef A. Al-OmariIn 307 days2027-08-3129 Rabiʻ I 1449 AHDraft
Team, contracts & documents
Team
2 members
Eng. Ibrahim A. Al-Ghamdi · Director, Engineering SupervisionEng. Adel S. Al-Amoudi · Senior Site Engineer (Contractor)
- Eng. Ibrahim A. Al-GhamdiEng. Ibrahim A. Al-GhamdiDirector, Engineering SupervisionProject managerP-036i.alghamdi@alwaha.gov.sa70%
- Eng. Adel S. Al-AmoudiEng. Adel S. Al-AmoudiSenior Site Engineer (Contractor)Site engineerP-043a.alamoudi@alwaha.gov.sa60%