Portfolio · PF-TECH

Technology & Enterprise Systems Portfolio

At risk

Technology infrastructure, cloud, cybersecurity and disaster recovery, the Dynamics 365 systems for resources and members, documents and self-service.

What-if scenarios

Approved budget: SAR 18.3M
Actual spend: SAR 12.3M
EAC: SAR 18.8M+3.0%
Expected value: SAR 26M
Health score: 71−3

Manager

Eng. Nayef H. Al-Buqami

Director General, Information Technology

Owner

Eng. Majed S. Al-Rasheed

Executive Director, Digital Transformation & IT

Programmes7 projects

Digital Infrastructure & Security Programme⁦69%⁩Enterprise Systems & Dynamics 365 Programme⁦62%⁩

On track 3At risk 3Off track 1

AI insight

⁦4⁩ projects in this portfolio are pulling its health down

Most of it comes from “⁦Chamber ERP on Dynamics 365⁩” (SPI ⁦0.82⁩) and “Moving the Chamber’s Systems & Website to the Cloud” (SPI ⁦0.89⁩). Fixing those two lifts the portfolio towards ⁦80⁩ within two quarters.

Confidence⁦81%⁩

Weighted portfolio progress

Σ each project’s relative weight × its actual progress, under the approved project weight model

What each project adds to portfolio progress

The project’s weight from the model, its relative weight among the portfolio’s counted projects, and what it adds

Project weight

Project	Project weight	Relative weight	Actual progress	Weight × progress
Chamber ERP on Dynamics 365	71.0	⁦16.4%⁩	⁦61%⁩	⁦10.0%⁩
Disaster Recovery Centre for the Chamber’s Systems	71.0	⁦16.4%⁩	⁦72%⁩	⁦11.8%⁩
Moving the Chamber’s Systems & Website to the Cloud	69.0	⁦15.9%⁩	⁦47%⁩	⁦7.5%⁩
Chamber Cybersecurity Programme	66.0	⁦15.2%⁩	⁦88%⁩	⁦13.4%⁩
Member 360 — Member Relationship Management on Dynamics 365	59.0	⁦13.6%⁩	⁦6%⁩	⁦0.8%⁩
Correspondence & Document Management System	50.0	⁦11.5%⁩	⁦95%⁩	⁦10.9%⁩
HR Self-Service	48.0	⁦11.1%⁩	⁦100%⁩	⁦11.1%⁩
Portfolio progress				⁦65.4%⁩

How it is computed

⁦65.4%⁩

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%.

· Proposed and cancelled projects never count.
· Left out of this portfolio now: ⁦0⁩
· For comparison: weighting by budget alone gives ⁦65.4%⁩

Suspended projects

Open the project weight model

Portfolio health & performance

The health score from eight weighted dimensions, and the schedule and cost indices over six months.

Health-score breakdown

Score × weight = points

71At risk

Dimension	Score	Weight	Points
Schedule	66	⁦20%⁩	13.2
Cost	74	⁦20%⁩	14.8
Risk	58	⁦15%⁩	8.7
Scope	78	⁦10%⁩	7.8
Quality	80	⁦10%⁩	8.0
Resources	67	⁦10%⁩	6.7
Stakeholders	76	⁦5%⁩	3.8
Benefits	80	⁦10%⁩	8.0
Total			71

Health-score trend

May – October 2026

7471

Financial & schedule performance

May – October 2026

0.91

Watch

Schedule performance index

Progress ⁦65%⁩ / Planned ⁦70%⁩

0.94

Watch

Cost performance index

Actual spend SAR 12.3M

Both indices over time

Schedule performance index
Cost performance index

Portfolio project map

risk across, strategic value up, bubble size by budget. Click a bubble for a quick look at the project.

Portfolio project map

On track
At risk
Off track

Approved budget · SAR 7.4M

Funding priority order

Rank the projects for funding; your order is kept and goes to the 2027 planning cycle.

1Chamber Cybersecurity ProgrammePRJ-2026-005·Priority score 85On track
2Disaster Recovery Centre for the Chamber’s SystemsPRJ-2026-003·Priority score 82At risk
3Moving the Chamber’s Systems & Website to the CloudPRJ-2026-009·Priority score 77At risk
4Chamber ERP on Dynamics 365PRJ-2026-001·Priority score 74Off track
5Member 360 — Member Relationship Management on Dynamics 365PRJ-2026-011·Priority score 66On track
6Correspondence & Document Management SystemPRJ-2026-017·Priority score 62At risk

Portfolio priorities 2026–2027

Recover the chamber ERP on Dynamics 365Off track at SPI 0.82 and blocking Member 360 and the year-end close.
Host 50% of chamber systems on a licensed in-Kingdom cloudConditional on the Al-Kharj disaster-recovery site being ready.
Full compliance with the NCA Essential Cybersecurity Controls91% today against a 95% target.

Objectives & KPIs

Why the portfolio exists: the strategic objectives it serves and the KPIs its projects move.

Objectives the portfolio serves

SO-4.1Financial sustainabilityAt risk
⁦83%⁩ achieved of a ⁦90%⁩ target3 projects contribute
SO-4.2Streamlined governance and dependable technologyAt risk
⁦85%⁩ achieved of a ⁦90%⁩ target5 projects contribute

Chamber systems hosted in the cloud

47%

⁦+2⁩

Target 50%⁦94%⁩

Compliance with NCA Essential Cybersecurity Controls

91%

⁦+1⁩

Target 95%⁦96%⁩

Savings from spend rationalisation

3.1SAR M

⁦0⁩

Target 4.3⁦72%⁩

Member satisfaction with service at headquarters and the branches

71%

⁦+1⁩

Target 72%⁦99%⁩

Budget & value

Where the budget goes, why the forecast differs from it, and the value it returns.

From approved budget to estimate at completion

Each programme’s gap between its projects’ budget and their forecast

Total
Increase
Decrease

From approved budget to estimate at completion
Category	Change	Running total
Approved budget	SAR 18.3M	SAR 18.3M
Unallocated reserve	−SAR 615K	SAR 17.6M
Digital Infrastructure & Security Programme	+SAR 756K	SAR 18.4M
Enterprise Systems & Dynamics 365 Programme	+SAR 408K	SAR 18.8M
Estimate at completion	SAR 18.8M	SAR 18.8M

Budget use

12.3M/ 18.3M549Kprojected overrun(⁦3.0%⁩)

Actual spend: 12.3M
Committed: 14.7M
Approved budget: 18.3M
Estimate at completion: 18.8M

Expected-value mix

SAR 26M

Expected value

Cost savingSAR 10.4M⁦40%⁩
ProductivitySAR 9.4M⁦36%⁩
Time savedSAR 3.6M⁦14%⁩
Beneficiary satisfactionSAR 2.6M⁦10%⁩

Expected-value mix
Category	Value	Share
Cost saving	SAR 10.4M	⁦40%⁩
Productivity	SAR 9.4M	⁦36%⁩
Time saved	SAR 3.6M	⁦14%⁩
Beneficiary satisfaction	SAR 2.6M	⁦10%⁩
Total	SAR 26M	⁦100%⁩

⁦17%⁩

Value realised

SAR 4.4M

Expected value SAR 26M

⁦92%⁩ of what was planned by today

Programmes & projects

A programme’s performance is computed from its projects. Click a project for a quick look.

PG-03 · 3 projects

Digital Infrastructure & Security Programme

At risk

⁦4%⁩ behind⁦69%⁩

Planned to date ⁦73%⁩

12.2MSPI0.92CPI0.94Eng. Omar H. Bawazir

PG-04 · 4 projects

Enterprise Systems & Dynamics 365 Programme

Off track

⁦6%⁩ behind⁦62%⁩

Planned to date ⁦68%⁩

5.9MSPI0.89CPI0.94Dana S. Al-Saleh

⁦7⁩ results


Disaster Recovery Centre for the Chamber’s SystemsPRJ-2026-003	PG-03	4Execution	At risk	⁦72%⁩	⁦16.4%⁩	P1	7.4M	8.1M⁦+9.9%⁩	0.90	0.91
Chamber ERP on Dynamics 365PRJ-2026-001	PG-04	4Execution	Off track	⁦61%⁩	⁦16.4%⁩	P2	3.2M	3.7M⁦+13.6%⁩	0.82	0.88
Moving the Chamber’s Systems & Website to the CloudPRJ-2026-009	PG-03	4Execution	At risk	⁦47%⁩	⁦15.9%⁩	P1	2.6M	2.7M⁦+3.1%⁩	0.89	0.97
Chamber Cybersecurity ProgrammePRJ-2026-005	PG-03	4Execution	On track	⁦88%⁩	⁦15.2%⁩	P1	1.9M	1.9M⁦−2.9%⁩	1.02	1.03
Member 360 — Member Relationship Management on Dynamics 365PRJ-2026-011	PG-04	3Planning	On track	⁦6%⁩	⁦13.6%⁩	P2	1.2M	1.2M⁦0.0%⁩	1.00	1.00
Correspondence & Document Management SystemPRJ-2026-017	PG-04	5Closure	At risk	⁦95%⁩	⁦11.5%⁩	P2	710K	710K⁦0.0%⁩	0.95	1.00
HR Self-ServicePRJ-2026-032	PG-04	5Closure	On track	⁦100%⁩	⁦11.1%⁩	P2	570K	538K⁦−5.6%⁩	1.00	1.06
Total · 7							17.6M	18.8M

⁦1⁩–⁦7⁩ of ⁦7⁩

Portfolio risks

Open threats across the portfolio’s projects. Click a cell on the map to filter the list.

Open-risk heat map

8 risks

Risk register

Critical0
High2
Medium6
Low0
Risks 8

Probability

12345

Impact

Open-risk heat map
Probability \ Impact	1	2	3	4	5
5	0 · Low	0 · Medium	0 · High	0 · Critical	0 · Critical
4	0 · Low	0 · Medium	2 · Medium	2 · High	0 · Critical
3	0 · Low	0 · Low	3 · Medium	0 · Medium	0 · High
2	0 · Low	0 · Low	0 · Low	0 · Medium	1 · Medium
1	0 · Low	0 · Low	0 · Low	0 · Low	0 · Low

Top risks

Latest on this portfolio

14 October 2026

Approval: Project Approval Committee Rework DEC-2026-038Chamber ERP plan sent back for revision
10:00