Portfolio · PF-DT
The My Business portal and app, certificate-of-origin automation and the dispute-settlement platform, the business observatory, the committee recommendations tracker and the Riyadh Economic Forum.
incl. SAR 485K unallocated reserve
32% of budget
Estimate at completion
14% realised
was 79 in May
Manager
Faisal A. Al-Shehri
Director General, Digital Services & Portfolio Manager, Digital Services & Member Experience
Owner
Eng. Majed S. Al-Rasheed
Executive Director, Digital Transformation & IT
Programmes7 projects
Digital Member Journey Programme76%Business Observatory & Recommendations Programme32%AI insight
Most of it comes from “My Business Portal 2.0 — the Unified Member Journey” (SPI 0.87) and “Business Observatory & Data Governance” (SPI 0.89). Fixing those two lifts the portfolio towards 83 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 |
|---|---|---|---|---|
| My Business Portal 2.0 — the Unified Member Journey | 88.0 | 21.8% | 58% | 12.6% |
| Business Observatory & Data Governance | 70.0 | 17.3% | 62% | 10.7% |
| Sectoral Committee Recommendations Tracker | 66.0 | 16.3% | 1% | 0.2% |
| Dispute Settlement & Commercial Arbitration Platform — Release 2 | 63.0 | 15.6% | 91% | 14.2% |
| Riyadh Chamber Mobile App — New Release | 63.0 | 15.6% | 64% | 10.0% |
| Certificate of Origin & e-Attestation Automation | 54.0 | 13.4% | 100% | 13.4% |
| Riyadh Economic Forum — 13th EditionLeft out — proposed | 64.0 | — | 0% | — |
| Portfolio progress | 61.1% | |||
61.1%
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 | 68 | 20% | 13.6 |
| Cost | 84 | 20% | 16.8 |
| Risk | 62 | 15% | 9.3 |
| Scope | 80 | 10% | 8.0 |
| Quality | 82 | 10% | 8.2 |
| Resources | 66 | 10% | 6.6 |
| Stakeholders | 78 | 5% | 3.9 |
| Benefits | 76 | 10% | 7.6 |
| Total | 74 | ||
Health-score trend
May – October 2026
May – October 2026
0.92
Watch
Schedule performance index
Progress 61% / Planned 64%
0.98
On track
Cost performance index
Actual spend SAR 4.9M
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.
70% achieved of a 80% target1 project contribute
72% achieved of a 85% target4 projects contribute
69% achieved of a 80% target2 projects contribute
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 15.2M | SAR 15.2M |
| Unallocated reserve | −SAR 485K | SAR 14.8M |
| Digital Member Journey Programme | +SAR 126K | SAR 14.9M |
| Business Observatory & Recommendations Programme | +SAR 57K | SAR 14.9M |
| Projects outside a programme | SAR 0 | SAR 14.9M |
| Estimate at completion | SAR 14.9M | SAR 14.9M |
Budget use
SAR 32M
Expected value
| Category | Value | Share |
|---|---|---|
| Time saved | SAR 10.9M | 34% |
| Beneficiary satisfaction | SAR 8.3M | 26% |
| Cost saving | SAR 7M | 22% |
| Revenue | SAR 5.8M | 18% |
| Total | SAR 32M | 100% |
Value realised
SAR 4.6M
Expected value SAR 32M
78% of what was planned by today
A programme’s performance is computed from its projects. Click a project for a quick look.
PG-01 · 4 projects
Digital Member Journey Programme
Planned to date 78%
PG-02 · 2 projects
Business Observatory & Recommendations Programme
Planned to date 37%
Display options
| Riyadh Economic Forum — 13th EditionPRJ-2026-035 | — | 1Pre-start | On track | 0% | — | P3P3 · Medium priority — score 52 of 100 | 6M | 6M0.0% | 1.00Schedule performance index · 1.00 | 1.00Cost performance index · 1.00 | Risk score · Good |
| My Business Portal 2.0 — the Unified Member JourneyPRJ-2026-014 | PG-01 | 4Execution | At risk | 58% | 21.8% | P1P1 · Top priority — score 91 of 100 | 4.3M | 4.5M+4.2% | 0.87Schedule performance index · 0.87 | 0.96Cost performance index · 0.96 | Risk score · Weak |
| Sectoral Committee Recommendations TrackerPRJ-2026-023 | PG-02 | 2Initiation | On track | 1% | 16.3% | P1P1 · Top priority — score 76 of 100 | 1.4M | 1.4M0.0% | 1.00Schedule performance index · 1.00 | 1.00Cost performance index · 1.00 | Risk score · Good |
| Business Observatory & Data GovernancePRJ-2026-016 | PG-02 | 4Execution | At risk | 62% | 17.3% | P2P2 · High priority — score 72 of 100 | 1.1M | 1.1M+5.3% | 0.89Schedule performance index · 0.89 | 0.95Cost performance index · 0.95 | Risk score · Fair |
| Dispute Settlement & Commercial Arbitration Platform — Release 2PRJ-2026-008 | PG-01 | 4Execution | On track | 91% | 15.6% | P1P1 · Top priority — score 80 of 100 | 920K | 902K−2.0% | 1.01Schedule performance index · 1.01 | 1.02Cost performance index · 1.02 | Risk score · Good |
| Riyadh Chamber Mobile App — New ReleasePRJ-2026-015 | PG-01 | 4Execution | On track | 64% | 15.6% | P1P1 · Top priority — score 78 of 100 | 630K | 606K−3.8% | 1.02Schedule performance index · 1.02 | 1.04Cost performance index · 1.04 | Risk score · Good |
| Certificate of Origin & e-Attestation AutomationPRJ-2026-031 | PG-01 | 5Closure | On track | 100% | 13.4% | P1P1 · Top priority — score 75 of 100 | 410K | 398K−2.9% | 1.00Schedule performance index · 1.00 | 1.03Cost performance index · 1.03 | Risk score · Excellent |
| Total · 7 | 14.8M | 14.9M |
Open threats across the portfolio’s projects. Click a cell on the map to filter the list.
11 risks
Impact
| Probability \ Impact | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|
| 5 | 0 · Low | 0 · Medium | 0 · High | 0 · Critical | 0 · Critical |
| 4 | 0 · Low | 0 · Medium | 0 · Medium | 2 · High | 0 · Critical |
| 3 | 0 · Low | 0 · Low | 4 · Medium | 2 · Medium | 0 · High |
| 2 | 0 · Low | 0 · Low | 2 · Low | 1 · Medium | 0 · Medium |
| 1 | 0 · Low | 0 · Low | 0 · Low | 0 · Low | 0 · Low |
Top risks
Gate decision: Strategy & Projects Steering Committee Conditional Go DEC-2026-042Committee recommendations tracker passed into planning with conditions
2026-10-26 10:00Gate decision: Strategy & Projects Steering Committee Conditional Go DEC-2026-031Corrective plan approved for My Business Portal 2.0
2026-09-15 10:00
