Riyadh ChamberMunjaz11My actionsNotifications

SO-4.1 · Financial sustainability

Dynamics 365 for resources and members

Off trackDelivered wholly through projectsImproving the Organisation

The chamber ERP on Dynamics 365, plus correspondence and HR self-service automation to cut running costs.

⁦75%⁩

Initiative weighted progress

⁦75.4%⁩

Σ each project’s contribution × its actual progress, over the shares that count

Linked projects’ progress

⁦75.4%⁩

Σ contribution × progress, projects only

Contributions assigned

⁦100%⁩

Complete and approved

Primary projects’ budget

4.5M

3 primary projects

Linked projects and their contributions

Strategy management approves each share; every change is kept in the initiative’s history

ProjectLinkContributionActual progressContribution × progress
Chamber ERP on Dynamics 365

PRJ-2026-001

Primary⁦60%⁩⁦61%⁩⁦36.6%⁩
Correspondence & Document Management System

PRJ-2026-017

Primary⁦25%⁩⁦95%⁩⁦23.8%⁩
HR Self-Service

PRJ-2026-032

Primary⁦15%⁩⁦100%⁩⁦15.0%⁩

Linked projects’ progress

Σ (contribution × progress) = ⁦75.4%⁩ points ÷ shares counted ⁦100%⁩ = ⁦75.4%⁩

Initiative progress

The initiative runs wholly through its projects, so its progress is theirs: ⁦75.4%⁩

Scope, outputs & phases

As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.

Scope

Finance, procurement and HR on Dynamics 365, correspondence and document management, and staff self-service.

Outputs

  • The chamber ERP
  • The correspondence system
  • HR self-service

Delivery phases

  • HR self-service

    2024-05-05 — 2025-09-21

  • Correspondence

    2025-01-19 — 2026-11-15

  • The ERP

    2025-01-12 — 2027-02-27

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

Benefits

Benefits registered for its projects, planned vs realised

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: Chamber ERP on Dynamics 365

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 from

2Project 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 from

3Contribution to the initiative

⁦60%⁩

Its contribution to «Dynamics 365 for resources and members»

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.

  • Obstacle in the wayHighOpen

    Legacy procurement data migrating slower than planned

    Response: Cleanse before migrating and defer the pre-2022 archive

    Dana S. Al-SalehDana S. Al-SalehDirector, Enterprise Systems & IntegrationP-025d.alsaleh@chamber.sa

Highest risks of the linked projectsRisk register

Deviation

Budget: projects total SAR 4.5M against the estimate SAR 4.4M

Schedule: last project ends ⁦2027-02-27⁩ against the initiative end ⁦2027-02-28⁩

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.

Approved in plan version ⁦1.1⁩Board resolution BRD-1447-092026-03-256 Shawwal 1447 AH

No change requests on this item since the plan was approved.

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