AI insight
No early warning on this project
Only a 41% chance of a further slip on current trends.
Confidence76%
PRJ-2026-016At risk4ExecutionWaterfallIn progress
Business Observatory & Data Governance
Add to watchlistBusiness indicators for the Riyadh Region on the observatory portal, and governance of member and business data under the National Data Management Office policies.
Project managerRahaf I. Al-NefaieProject sponsorEng. Majed S. Al-RasheedProgrammeBusiness Observatory & Recommendations Programme
Budget (BAC)
SAR 1.1M
Actual cost
SAR 702K
65% of budget
Progress
62%Awaiting acceptance 10%
Estimate at completion
SAR 1.1M
SAR +57K
SPI · CPI
0.89Schedule performance index · 0.890.95Cost performance index · 0.95
Forecast finish
2027-01-18
18 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure20 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate4 June 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 August 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate24 October 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate20 November 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
80
Solid
At risk
- Schedule64A schedule variance needing a catch-up plan.At risk
- Cost92Spend in line with earned value.On track
- Risk83No high risks open.On track
- Scope94Scope stable, no pending changes.On track
- Quality86Deliverables accepted first time.On track
- Resources71Members allocated above 100%.At risk
- Stakeholders68Engagement gaps with some parties.At risk
- Benefits82Benefits on track.On track
Index over the last six reports
−9
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 behind plan: 62% done against 70% planned.
SPI 0.89, CPI 0.95.
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: Driving Thought LeadershipSO-3.1Produce more influential knowledge and information
Main initiative
SI-1.1.1Business observatory & recommendations follow-up
Contribution to the initiative43%
The project’s share of the initiative’s project budget (2 projects)
Secondary links
No secondary links
- Annual work-plan line
- WP-2025-016
- 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
62%Awaiting acceptance 10%
Not handed in 28%
6 deliverables accepted
- Release 116%
- Release 216%
- Business requirements10%
- Solution design10%
- Project plan & baseline5%
- Monitoring & reporting5%
1 deliverable under inspection or acceptance
- Integrations10%
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 76% of budget
702K/ 1.1M57Kprojected overrun(5.3%)
- Actual spend
- 702K
- Committed
- 820K
- Approved budget
- 1.1M
- Estimate at completion
- 1.1M
Next milestones
- Provisional acceptance2026-12-04was 2026-11-20At risk
- Closure2027-01-18was 2026-12-31At risk
Waiting on someone
0 approvals and 0 open actions on this project
Risks & impediments
1 open risk, exposure SAR 32.5K
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 61Probability: Possible · Impact: ModerateMedium · Score 9RSK-0037Too few accredited data owners in the sectors and departmentsProbability: 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
- Medium1
- Low0
Open impediments
0 escalated
- No open impediments
Deliverables
6 of 11 approved
- Project plan & baseline016-D1 · V1 · CRT-016-015%Rahaf I. Al-Nefaie2025-10-132025-10-1321 Rabiʻ II 1447 AHApproved
- Monitoring & reporting016-D2 · V1 · CRT-016-025%Eng. Ziyad A. Al-Dakheel2025-11-262025-11-265 Jumada II 1447 AHApproved
- Business requirements016-D3 · V1 · CRT-016-0310%Eng. Ziyad A. Al-Dakheel2026-01-102026-01-1021 Rajab 1447 AHApproved
- Solution design016-D4 · V1 · CRT-016-0410%Eng. Majed S. Al-Rasheed2026-02-232026-02-236 Ramadan 1447 AHApproved
- Release 1016-D5 · V1 · CRT-016-0516%Eng. Majed S. Al-Rasheed2026-04-092026-04-0921 Shawwal 1447 AHApproved
- Release 2016-D6 · V1 · CRT-016-0616%Rahaf I. Al-Nefaie2026-05-232026-05-236 Dhuʻl-Hijjah 1447 AHApproved
- Integrations016-D7 · V110%Eng. Ziyad A. Al-Dakheel114 days overdue2026-07-0621 Muharram 1448 AHIn review
- System testing016-D8 · V08%Rahaf I. Al-Nefaie69 days overdue2026-08-207 Rabiʻ I 1448 AHDraft
- User acceptance testing016-D9 · V08%Eng. Ziyad A. Al-Dakheel25 days overdue2026-10-0322 Rabiʻ II 1448 AHDraft
- Training & change016-D10 · V06%Eng. Ziyad A. Al-DakheelIn 20 days2026-11-177 Jumada II 1448 AHDraft
- Go-live & handover016-D11 · V06%Eng. Majed S. Al-RasheedIn 64 days2026-12-3122 Rajab 1448 AHDraft
Team, contracts & documents
Team
4 members
Rahaf I. Al-Nefaie · Director, Data & AIEng. Majed S. Al-Rasheed · Executive Director, Digital Transformation & ITRakan F. Al-Mohammadi · Data Engineer
- Rahaf I. Al-NefaieRahaf I. Al-NefaieDirector, Data & AIProject managerP-027r.alnefaie@chamber.sa45%
- Eng. Majed S. Al-RasheedEng. Majed S. Al-RasheedExecutive Director, Digital Transformation & ITProject sponsorP-011m.alrasheed@chamber.sa10%
- Rakan F. Al-MohammadiRakan F. Al-MohammadiData EngineerBusiness, member & sector master-data modelP-032r.almohammadi@chamber.sa40%
Meetings
- No meetings scheduled