Portfolio · PF-CAP
The Training & Employment Centre complex, the Second Industrial City branch, the new Premium Members Centre and the Wadi Al-Dawasir branch.
incl. SAR 2.3M unallocated reserve
49% of budget
Estimate at completion
1% realised
was 61 in May
Manager
Eng. Abdulrahman S. Al-Harbi
Director General, Training & Entrepreneurship
Owner
Eng. Sami A. Al-Fraih
Assistant Secretary-General, Member Experience & Business Development
Programmes4 projects
Chamber-owned Premises Programme31%Branches & Service Centres Programme45%AI insight
Most of it comes from “Training & Employment Centre Complex” (SPI 0.70) and “Chamber Branch & Manufacturers’ Service Centre — Second Industrial City” (SPI 0.78). Fixing those two lifts the portfolio towards 61 within two quarters.
Σ each project’s relative weight × its actual progress, under the approved project weight model
The project’s weight from the model, its relative weight among the portfolio’s counted projects, and what it adds
| Project | Project weight | Relative weight | Actual progress | Weight × progress |
|---|---|---|---|---|
| Training & Employment Centre Complex | 89.0 | 27.3% | 57% | 15.6% |
| Chamber Branch & Manufacturers’ Service Centre — Second Industrial City | 82.0 | 25.2% | 39% | 9.8% |
| New Premium Members Centre & VIP Lounges | 80.0 | 24.5% | 52% | 12.8% |
| Wadi Al-Dawasir Branch BuildingSuspended — progress frozen | 75.0 | 23.0% | 1% | 0.2% |
| Portfolio progress | 38.4% | |||
38.4%
Portfolio progress = Σ (project relative weight × actual progress). Relative weight = the project’s weight ÷ the weights of the counted projects, so they add up to 100%.
The health score from eight weighted dimensions, and the schedule and cost indices over six months.
Score × weight = points
| Dimension | Score | Weight | Points |
|---|---|---|---|
| Schedule | 42 | 20% | 8.4 |
| Cost | 50 | 20% | 10.0 |
| Risk | 30 | 15% | 4.5 |
| Scope | 64 | 10% | 6.4 |
| Quality | 75 | 10% | 7.5 |
| Resources | 58 | 10% | 5.8 |
| Stakeholders | 60 | 5% | 3.0 |
| Benefits | 64 | 10% | 6.4 |
| Total | 52 | ||
Health-score trend
May – October 2026
May – October 2026
0.79
Off track
Schedule performance index
Progress 38% / Planned 49%
0.88
Off track
Cost performance index
Actual spend SAR 32.9M
Both indices over time
risk across, strategic value up, bubble size by budget. Click a bubble for a quick look at the project.
Portfolio project map
Rank the projects for funding; your order is kept and goes to the 2027 planning cycle.
Portfolio priorities 2026–2027
Why the portfolio exists: the strategic objectives it serves and the KPIs its projects move.
77% achieved of a 80% target2 projects contribute
74% achieved of a 85% target2 projects contribute
76% achieved of a 85% target1 project contribute
Members within 30 minutes of a branch or service point
76.4%
+1
Target 78.0%98%
Member satisfaction with service at headquarters and the branches
71%
+1
Target 72%99%
Headquarters and branch projects delivered to plan
73%
+1
Target 85%86%
Transactions completed at the Premium Members Centre per month
4.1thousand transactions
0
Target 4.591%
Where the budget goes, why the forecast differs from it, and the value it returns.
Each programme’s gap between its projects’ budget and their forecast
| Category | Change | Running total |
|---|---|---|
| Approved budget | SAR 67M | SAR 67M |
| Unallocated reserve | −SAR 2.3M | SAR 64.7M |
| Chamber-owned Premises Programme | +SAR 7M | SAR 71.7M |
| Branches & Service Centres Programme | +SAR 1.9M | SAR 73.7M |
| Estimate at completion | SAR 73.7M | SAR 73.7M |
Budget use
SAR 95M
Expected value
| Category | Value | Share |
|---|---|---|
| Cost saving | SAR 43.7M | 46% |
| Beneficiary satisfaction | SAR 28.5M | 30% |
| Sustainability (ESG) | SAR 13.3M | 14% |
| Revenue | SAR 9.5M | 10% |
| Total | SAR 95M | 100% |
Value realised
SAR 1.1M
Expected value SAR 95M
34% of what was planned by today
A programme’s performance is computed from its projects. Click a project for a quick look.
PG-05 · 2 projects
Chamber-owned Premises Programme
Planned to date 45%
PG-06 · 2 projects
Branches & Service Centres Programme
Planned to date 53%
Display options
| Training & Employment Centre ComplexPRJ-2026-007 | PG-05 | 4Execution | Critical | 57% | 27.3% | P1P1 · Top priority — score 81 of 100 | 32M | 39M+21.9% | 0.70Schedule performance index · 0.70 | 0.82Cost performance index · 0.82 | Risk score · Weak |
| Chamber Branch & Manufacturers’ Service Centre — Second Industrial CityPRJ-2026-006 | PG-06 | 4Execution | Off track | 39% | 25.2% | P1P1 · Top priority — score 79 of 100 | 14.3M | 16.1M+12.4% | 0.78Schedule performance index · 0.78 | 0.89Cost performance index · 0.89 | Risk score · Weak |
| Wadi Al-Dawasir Branch BuildingPRJ-2026-033 | PG-05 | 3Planning | On hold | 2% | 23.0% | P2P2 · High priority — score 61 of 100 | 10.5M | 10.5M0.0% | 1.00Schedule performance index · 1.00 | 1.00Cost performance index · 1.00 | Risk score · Weak |
| New Premium Members Centre & VIP LoungesPRJ-2026-019 | PG-06 | 4Execution | At risk | 52% | 24.5% | P2P2 · High priority — score 73 of 100 | 7.9M | 8.1M+2.0% | 0.93Schedule performance index · 0.93 | 0.98Cost performance index · 0.98 | Risk score · Good |
| Total · 4 | 64.7M | 73.7M |
Open threats across the portfolio’s projects. Click a cell on the map to filter the list.
7 risks
Impact
| Probability \ Impact | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|
| 5 | 0 · Low | 0 · Medium | 0 · High | 2 · Critical | 0 · Critical |
| 4 | 0 · Low | 0 · Medium | 1 · Medium | 2 · High | 0 · Critical |
| 3 | 0 · Low | 0 · Low | 1 · Medium | 0 · Medium | 1 · High |
| 2 | 0 · Low | 0 · Low | 0 · Low | 0 · Medium | 0 · Medium |
| 1 | 0 · Low | 0 · Low | 0 · Low | 0 · Low | 0 · Low |
Top risks
Approval: Bid Evaluation & Award Committee Approved DEC-2026-043Replacement bank guarantee accepted from the Second Industrial City branch contractor
2026-10-27 10:00Rejection: Project Approval Committee Hold DEC-2026-041Wadi Al-Dawasir branch suspended pending land allocation
2026-10-22 10:00Rejection: Change Committee Hold DEC-2026-040Training complex extension decision deferred pending the independent engineer
2026-10-21 10:00Approval: Strategy & Projects Steering Committee Approved DEC-2026-037Training complex contractor’s claims referred to the dispute board
2026-10-13 10:00Rejection: Executive Committee Cancel DEC-2026-044Temporary training building dropped in favour of the training complex
2026-09-08 10:00Approval: Change Committee Approved DEC-2026-033Variation approved to redesign the service desks at the Second Industrial City branch
2026-04-21 10:00
