SO-4.2 · Streamlined governance and dependable technology
Cloud & cybersecurity
Move the chamber’s systems and website to a licensed in-Kingdom cloud, run the disaster-recovery site and close the ECC gaps.
Initiative weighted progress
71.4%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
71.4%
Σ contribution × progress, projects only
Contributions assigned
100%
Complete and approved
Primary projects’ budget
11.9M
3 primary projects
Linked projects and their contributions
Strategy management approves each share; every change is kept in the initiative’s history
| Project | Link | Contribution | Actual progress | Contribution × progress | |
|---|---|---|---|---|---|
| Disaster Recovery Centre for the Chamber’s Systems PRJ-2026-003 | Primary | 40% | 72% | 28.8% | |
| Chamber Cybersecurity Programme PRJ-2026-005 | Primary | 35% | 88% | 30.8% | |
| Moving the Chamber’s Systems & Website to the Cloud PRJ-2026-009 | Primary | 25% | 47% | 11.8% |
Linked projects’ progress
Σ (contribution × progress) = 71.4% points ÷ shares counted 100% = 71.4%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 71.4%
Scope, outputs & phases
As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.
Scope
Moving the chamber’s systems to a licensed cloud, the disaster-recovery site in Al-Kharj, and closing the Essential Cybersecurity Controls gaps.
Outputs
- A ready disaster-recovery site
- 80% of systems on the licensed cloud
- Full compliance with the Essential Controls
Delivery phases
Cybersecurity programme
2025-02-02 — 2026-12-15
Disaster-recovery site
2025-04-06 — 2027-01-07
Cloud migration
2025-06-01 — 2027-03-31
Today · 2026-10-28
Impact KPIs & benefits
Measured apart from delivery progress: an initiative can be well advanced with no impact yet, and the other way round
Impact KPIs
The strategic KPIs the initiative moves
Actual 47Target 50%Attained 94%
Actual 91Target 95%Attained 96%
Benefits
Benefits registered for its projects, planned vs realised
- Lower mean time to detect incidents9 / 4 hours
These KPIs and benefits do not enter the weighted progress above, and progress does not enter them.
Three separate measures
An example from this initiative: Disaster Recovery Centre for the Chamber’s Systems
1Deliverable weight in the project
40.0%
Weight of «Build» among its deliverables
Deliverable weights add up to 100% inside the project; it progresses as they are accepted.
See where it comes from2Project weight in the portfolio
16.4%
Its relative weight in Technology & Enterprise Systems Portfolio
Set by the project weight model; it feeds portfolio progress: relative weight × actual progress.
See where it comes from3Contribution to the initiative
40%
Its contribution to «Cloud & cybersecurity»
Approved by strategy management; it feeds this initiative’s progress only.
Each is set in its own place and moves neither of the others: changing a deliverable’s weight touches neither the project’s portfolio weight nor its contribution.
Risks, obstacles & deviations
The initiative’s own risks and obstacles, the highest open risks of its projects, and the budget and schedule deviation.
- Eng. Omar H. BawazirEng. Omar H. BawazirDirector, IT InfrastructureP-024o.bawazir@chamber.sa
Obstacle in the wayMediumBeing treated
DR-site equipment delivered six weeks late
Response: Bring forward set-up and testing on the equipment already delivered
Highest risks of the linked projectsRisk register
Deviation
Budget: projects total SAR 11.9M against the estimate SAR 11.5M
Schedule: last project ends 2027-03-21 against the initiative end 2027-03-31
Approval & change log
This item’s definition as approved in the plan version in force, and every change request on it with the old and proposed values and the decision.
No change requests on this item since the plan was approved.