AI insight
No early warning on this project
Only a 38% chance of a further slip on current trends.
Confidence76%
PRJ-2026-019At risk4ExecutionConstructionIn progress
New Premium Members Centre & VIP Lounges
Add to watchlistA full service centre for premium members with lounges, meeting rooms and audio-visual systems, handling premium-class transactions and special services.
Project managerEng. Fahad T. Al-SulamiProject sponsorEng. Sami A. Al-FraihProgrammeBranches & Service Centres Programme
Budget (BAC)
SAR 7.9M
Actual cost
SAR 4.2M
53% of budget
Progress
52%Awaiting acceptance 11%
Estimate at completion
SAR 8.1M
SAR +161K
SPI · CPI
0.93Schedule performance index · 0.930.98Cost performance index · 0.98
Forecast finish
2027-03-12
12 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure2 January 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate15 January 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate16 March 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionConditional goDate8 July 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate2 January 2027Closure · 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
85
Solid
At risk
- Schedule69A schedule variance needing a catch-up plan.At risk
- Cost85Spend in line with earned value.On track
- Risk94No high risks open.On track
- Scope93Scope stable, no pending changes.On track
- Quality89Deliverables accepted first time.On track
- Resources93Team complete; allocation balanced.On track
- Stakeholders92Stakeholders supportive.On track
- Benefits83Benefits on track.On track
Index over the last six reports
−11
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: 52% done against 56% planned.
SPI 0.93, CPI 0.98.
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-2.2A better member experience and service quality
Main initiative
SI-2.3.1Branches & service points in the industrial cities
Contribution to the initiative36%
The project’s share of the initiative’s project budget (2 projects)
Secondary links
No secondary links
- Annual work-plan line
- WP-2025-019
- 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
52%Awaiting acceptance 11%
Not handed in 37%
6 deliverables accepted
- Site works & excavation15%
- Structure15%
- Detailed design7%
- Permits & approvals7%
- Project plan & baseline4%
- Monitoring & reporting4%
1 deliverable under inspection or acceptance
- Finishes11%
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 83% of budget
4.2M/ 7.9M161Kprojected overrun(2.0%)
- Actual spend
- 4.2M
- Committed
- 6.6M
- Approved budget
- 7.9M
- Estimate at completion
- 8.1M
Next milestones
- Provisional acceptance2027-01-11was 2027-01-02At risk
- Closure2027-03-12was 2027-02-28At risk
Waiting on someone
0 approvals and 0 open actions on this project
Risks & impediments
1 open risk, exposure SAR 105K
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-0039Late supply of audio-visual systems for the Premium Members Centre roomsProbability: 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 12 approved
- Project plan & baseline019-D1 · V1 · CRT-019-014%Eng. Fahad T. Al-Sulami2025-06-152025-06-1519 Dhuʻl-Hijjah 1446 AHApproved
- Monitoring & reporting019-D2 · V1 · CRT-019-024%Badr N. Al-Haqbani2025-08-102025-08-1016 Safar 1447 AHApproved
- Detailed design019-D3 · V1 · CRT-019-037%Badr N. Al-Haqbani2025-10-062025-10-0614 Rabiʻ II 1447 AHApproved
- Permits & approvals019-D4 · V1 · CRT-019-047%Eng. Sami A. Al-Fraih2025-12-022025-12-0211 Jumada II 1447 AHApproved
- Site works & excavation019-D5 · V1 · CRT-019-0515%Eng. Sami A. Al-Fraih2026-01-272026-01-278 Shaʻban 1447 AHApproved
- Structure019-D6 · V1 · CRT-019-0615%Eng. Fahad T. Al-Sulami2026-03-252026-03-256 Shawwal 1447 AHApproved
- Finishes019-D7 · V111%Badr N. Al-Haqbani160 days overdue2026-05-214 Dhuʻl-Hijjah 1447 AHIn review
- Supply019-D8 · V09%Eng. Fahad T. Al-Sulami104 days overdue2026-07-162 Safar 1448 AHDraft
- Installation019-D9 · V08%Badr N. Al-Haqbani47 days overdue2026-09-1129 Rabiʻ I 1448 AHDraft
- Testing & commissioning019-D10 · V08%Eng. Sami A. Al-FraihIn 10 days2026-11-0727 Jumada I 1448 AHDraft
- Provisional acceptance019-D11 · V06%Badr N. Al-HaqbaniIn 66 days2027-01-0224 Rajab 1448 AHDraft
- Final acceptance019-D12 · V06%Eng. Sami A. Al-FraihIn 123 days2027-02-2821 Ramadan 1448 AHDraft
Team, contracts & documents
Team
1 member
Eng. Fahad T. Al-Sulami · Senior Project Manager — Branches & Service Centres
- Eng. Fahad T. Al-SulamiEng. Fahad T. Al-SulamiSenior Project Manager — Branches & Service CentresProject managerP-023f.alsulami@chamber.sa45%