AI insight
81% chance of a further slip within 60 days
From the SPI trend (0.80), the task closure rate and the open risks, the early-warning engine expects another slip unless the resource gap is closed.
Confidence82%
PRJ-2026-020Off track4ExecutionConstructionStalled
The Chamber’s Investment Building — Business Tower on King Fahd Road
Remove from watchlistA 22-storey office tower on chamber-owned land to diversify non-membership revenue; the foundations of axes 12–16 face high groundwater.
Project managerEng. Ahmed Y. AsiriProject sponsorSarah A. Al-QarniProgrammeNew Headquarters & Investment Assets Programme
Early warning: 81% chance of slipping within 60 days
Budget (BAC)
SAR 17.3M
Actual cost
SAR 8M
46% of budget
Progress
44%Awaiting acceptance 12%
Estimate at completion
SAR 18.2M
SAR +908K
SPI · CPI
0.80Schedule performance index · 0.800.95Cost performance index · 0.95
Forecast finish
2027-08-03
64 days behind baseline
ExecutionStage 4 of 5
Next gate:Closure5 March 2027
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate3 April 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate2 June 2024Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate24 November 2024Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate5 March 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
69
Needs watching
Off track
- Schedule43A material slip on the critical path.Off track
- Cost90Spend in line with earned value.On track
- Risk52A high risk open without an adequate response.Off track
- Scope64Scope changes pending.At risk
- Quality64Open quality findings on some deliverables.At risk
- Resources92Team complete; allocation balanced.On track
- Stakeholders87Stakeholders supportive.On track
- Benefits85Benefits on track.On track
Index over the last six reports
−21
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: 44% done against 55% planned.
SPI 0.80, 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: Improving the OrganisationSO-4.1Financial sustainability
Main initiative
SI-2.3.2New headquarters & investment assets
Contribution to the initiative17%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
- Secondary objectiveSO-2.3The chamber’s services across Riyadh city and its governorates
- Supporting initiativeBranches & service points in the industrial cities
- Annual work-plan line
- WP-2024-020
- 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
44%Awaiting acceptance 12%
Not handed in 44%
6 deliverables accepted
- Site works & excavation13%
- Structure13%
- Detailed design6%
- Permits & approvals6%
- Project plan & baseline3%
- Monitoring & reporting3%
1 deliverable under inspection or acceptance
- Finishes12%
Corrective planCP-2026-04
Approved — under way
Clay layers, voids and groundwater under the foundations of axes 12 to 16 that the initial soil tests missed
Actions
1 of 5 done
Next: Redesign the foundations through a change request · Eng. Ahmed Y. Asiri · 2026-11-04
Days won back
0 of 33
With the plan: 2027-08-03
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 92% of budget
8M/ 17.3M908Kprojected overrun(5.3%)
- Actual spend
- 8M
- Committed
- 15.8M
- Approved budget
- 17.3M
- Estimate at completion
- 18.2M
Next milestones
- Provisional acceptance2027-04-22was 2027-03-05Late
- Closure2027-08-03was 2027-05-31Late
Waiting on someone
0 approvals and 1 open action on this project
Approvals & requests
From «My actions» for this project
- No approvals pending
Actions
1 open
- Approve the geotechnical report for axes 12–16 of the investment buildingEng. Ahmed Y. AsiriIn 11 days2026-11-0828 Jumada I 1448 AHHigh
Change requests
Cost and schedule impact
Risks & impediments
2 open risks, exposure SAR 1.8M
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 161Probability: Likely · Impact: SevereCritical · Score 20RSK-0034Unforeseen ground conditions and groundwater at the foundations of axes 12 to 16
3Probability: Possible · Impact: NegligibleLow · Score 3Probability: Possible · Impact: MinorLow · Score 6Probability: Possible · Impact: ModerateMedium · Score 91Probability: Possible · Impact: MajorMedium · Score 12RSK-0035Pile lengths exceeding contract quantitiesProbability: 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
- Critical1
- High0
- Medium1
- Low0
Deliverables
6 of 12 approved
- Project plan & baseline020-D1 · V1 · CRT-020-013%Eng. Ahmed Y. Asiri2024-10-192024-10-1916 Rabiʻ II 1446 AHApproved
- Monitoring & reporting020-D2 · V1 · CRT-020-023%Hisham A. Al-Tuwairqi2025-01-142025-01-1414 Rajab 1446 AHApproved
- Detailed design020-D3 · V1 · CRT-020-036%Hisham A. Al-Tuwairqi2025-04-102025-04-1012 Shawwal 1446 AHApproved
- Permits & approvals020-D4 · V1 · CRT-020-046%Sarah A. Al-Qarni2025-07-062025-07-0611 Muharram 1447 AHApproved
- Site works & excavation020-D5 · V1 · CRT-020-0513%Sarah A. Al-Qarni2025-10-012025-10-019 Rabiʻ II 1447 AHApproved
- Structure020-D6 · V1 · CRT-020-0613%Eng. Ahmed Y. Asiri2025-12-272025-12-277 Rajab 1447 AHApproved
- Finishes020-D7 · V112%Hisham A. Al-Tuwairqi219 days overdue2026-03-234 Shawwal 1447 AHSubmitted
- Supply020-D8 · V010%Eng. Ahmed Y. Asiri132 days overdue2026-06-183 Muharram 1448 AHDraft
- Installation020-D9 · V010%Hisham A. Al-Tuwairqi45 days overdue2026-09-132 Rabiʻ II 1448 AHDraft
- Testing & commissioning020-D10 · V010%Sarah A. Al-QarniIn 42 days2026-12-0929 Jumada II 1448 AHDraft
- Provisional acceptance020-D11 · V07%Hisham A. Al-TuwairqiIn 128 days2027-03-0526 Ramadan 1448 AHDraft
- Final acceptance020-D12 · V07%Sarah A. Al-QarniIn 215 days2027-05-3125 Dhuʻl-Hijjah 1448 AHDraft
Team, contracts & documents
Team
2 members
Eng. Ahmed Y. Asiri · Director, Construction Projects & Buildings
- Eng. Ahmed Y. AsiriEng. Ahmed Y. AsiriDirector, Construction Projects & BuildingsProject managerP-020a.asiri@chamber.sa50%
Meetings
- No meetings scheduled