AI insight
No early warning on this project
Only a 9% chance of a further slip on current trends.
Confidence76%
PRJ-2026-008On track4ExecutionScrumIn progress
Dispute Settlement & Commercial Arbitration Platform — Release 2
Add to watchlistOnline filing of amicable-settlement and arbitration requests between businesses, the roster of accredited arbitrators and conciliators, and remote settlement sessions and their records.
Project managerKarim HaddadProject sponsorEng. Ziyad A. Al-DakheelProgrammeDigital Member Journey Programme
Budget (BAC)
SAR 920K
Actual cost
SAR 821K
89% of budget
Progress
91%Awaiting acceptance 5%
Estimate at completion
SAR 902K
SPI · CPI
1.01Schedule performance index · 1.011.02Cost performance index · 1.02
Forecast finish
2026-11-26
On baseline
ExecutionStage 4 of 5
Next gate:Closure15 October 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate5 March 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate4 May 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate4 August 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate15 October 2026Closure · Not startedClosure · 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
84
Solid
On track
- Schedule82Milestones on time; SPI within tolerance.On track
- Cost82Spend in line with earned value.On track
- Risk83No high risks open.On track
- Scope85Scope stable, no pending changes.On track
- Quality88Deliverables accepted first time.On track
- Resources86Team complete; allocation balanced.On track
- Stakeholders94Stakeholders supportive.On track
- Benefits86Benefits on track.On track
Index over the last six reports
+3
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: 91% done against 90% planned.
SPI 1.01, CPI 1.02.
The project’s link, progress and status
How the project ties to the strategy, its progress counted from accepted deliverables, and its status history.
Strategic link
The main objective and initiative, the secondary links, and the project’s contribution to its initiative.
Main strategic objective· Axis: A Partner in GrowthSO-2.1High-quality, value-adding digital core services for members
Main initiative
SI-2.1.2Dispute settlement & commercial arbitration
Contribution to the initiative100%
The project’s share of the initiative’s project budget (1 project)
Secondary links
- Secondary objectiveSO-2.2A better member experience and service quality
- Supporting initiativeGovernorate branch rehabilitation
- Annual work-plan line
- WP-2025-008
- Classification
- Strategic
Project progress from accepted deliverables
Project progress = the sum of the weights of deliverables accepted with a completion certificate; nothing counts before acceptance.
Counted
91%Awaiting acceptance 5%
Not handed in 4%
9 deliverables accepted
- Release 114%
- Release 214%
- Integrations14%
- System testing11%
- User acceptance testing11%
- Business requirements9%
- Solution design9%
- Project plan & baseline5%
1 deliverable under inspection or acceptance
- Training & change5%
Progress & earned value
4 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 92% of budget
821K/ 920K18Kprojected saving(2.0%)
- Actual spend
- 821K
- Committed
- 845K
- Approved budget
- 920K
- Estimate at completion
- 902K
Next milestones
- Closure2026-11-26was 2026-11-30On track
Waiting on someone
0 approvals and 0 open actions on this project
Risks & impediments
0 open risks, exposure SAR 0
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 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
- Critical0
- High0
- Medium0
- Low0
Top risks
- No open risks
Open impediments
0 escalated
- No open impediments
Deliverables
9 of 11 approved
- Project plan & baseline008-D1 · V1 · CRT-008-015%Karim Haddad2025-07-222025-07-2227 Muharram 1447 AHApproved
- Monitoring & reporting008-D2 · V1 · CRT-008-024%Dr. Lina S. Al-Hazzani2025-09-102025-09-1018 Rabiʻ I 1447 AHApproved
- Business requirements008-D3 · V1 · CRT-008-039%Dr. Lina S. Al-Hazzani2025-10-292025-10-297 Jumada I 1447 AHApproved
- Solution design008-D4 · V1 · CRT-008-049%Eng. Ziyad A. Al-Dakheel2025-12-182025-12-1827 Jumada II 1447 AHApproved
- Release 1008-D5 · V1 · CRT-008-0514%Eng. Ziyad A. Al-Dakheel2026-02-062026-02-0618 Shaʻban 1447 AHApproved
- Release 2008-D6 · V1 · CRT-008-0614%Karim Haddad2026-03-272026-03-278 Shawwal 1447 AHApproved
- Integrations008-D7 · V1 · CRT-008-0714%Dr. Lina S. Al-Hazzani2026-05-162026-05-1629 Dhuʻl-Qiʻdah 1447 AHApproved
- System testing008-D8 · V1 · CRT-008-0811%Karim Haddad2026-07-042026-07-0419 Muharram 1448 AHApproved
- User acceptance testing008-D9 · V1 · CRT-008-0911%Dr. Lina S. Al-Hazzani2026-08-232026-08-2310 Rabiʻ I 1448 AHApproved
- Training & change008-D10 · V15%Dr. Lina S. Al-Hazzani17 days overdue2026-10-1130 Rabiʻ II 1448 AHIn review
- Go-live & handover008-D11 · V04%Eng. Ziyad A. Al-DakheelIn 33 days2026-11-3020 Jumada II 1448 AHDraft
Team, contracts & documents
Team
4 members
Karim Haddad · Senior Digital Delivery Consultant — PMOEng. Reem K. Al-Dosari · Head of the My Business Portal & Programme Manager, Digital Member JourneyHala F. Al-Angari · Director General, Sectoral Committees
- Karim HaddadKarim HaddadSenior Digital Delivery Consultant — PMOProject managerP-041k.haddad@chamber.sa30%
- Eng. Reem K. Al-DosariEng. Reem K. Al-DosariHead of the My Business Portal & Programme Manager, Digital Member JourneyProgramme oversight, dispute-settlement platformP-004r.aldosari@chamber.sa15%
- Hala F. Al-AngariHala F. Al-AngariDirector General, Sectoral CommitteesSectoral committees’ voice in settlement proceduresP-048h.alangari@chamber.sa10%