SO-2.3 · The chamber’s services across Riyadh city and its governorates
Branches & service points in the industrial cities
The chamber branch and manufacturers’ service centre in the Second Industrial City and the new Premium Members Centre — bringing service closer to manufacturers and key members.
Initiative weighted progress
44.2%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
44.2%
Σ contribution × progress, projects only
Contributions assigned
100%
Complete and approved
Primary projects’ budget
22.2M
2 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 | |
|---|---|---|---|---|---|
| Chamber Branch & Manufacturers’ Service Centre — Second Industrial City PRJ-2026-006 | Primary | 60% | 39% | 23.4% | |
| New Premium Members Centre & VIP Lounges PRJ-2026-019 | Primary | 40% | 52% | 20.8% |
Linked projects’ progress
Σ (contribution × progress) = 44.2% points ÷ shares counted 100% = 44.2%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 44.2%
Scope, outputs & phases
As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.
Scope
The branch and manufacturers’ service centre in the Second Industrial City, and the new Premium Members Centre and VIP lounges.
Outputs
- The Second Industrial City branch
- The new Premium Members Centre
Delivery phases
Ground improvement and foundations
2024-09-01 — 2025-12-31
Structure and finishes
2025-06-01 — 2027-04-30
Fit-out and opening
2027-03-01 — 2027-07-31
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 73Target 85%Attained 86%
Actual 76.4Target 78%Attained 98%
Benefits
Benefits registered for its projects, planned vs realised
No benefits registered for these projects yet; they are recorded at closure and handover.
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 Branch & Manufacturers’ Service Centre — Second Industrial City
1Deliverable weight in the project
38.0%
Weight of «Civil works» 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
25.2%
Its relative weight in Branches, Service & Training Centres Portfolio
Set by the project weight model; it feeds portfolio progress: relative weight × actual progress.
See where it comes from3Contribution to the initiative
60%
Its contribution to «Branches & service points in the industrial cities»
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. Fahad T. Al-SulamiEng. Fahad T. Al-SulamiSenior Project Manager — Branches & Service CentresP-023f.alsulami@chamber.sa
Obstacle in the wayHighBeing treated
Ground improvement delayed the Second Industrial City branch by three months
Response: A temporary service hall for manufacturers in the city until opening
Highest risks of the linked projectsRisk register
Deviation
Budget: projects total SAR 22.2M against the estimate SAR 21M
Schedule: last project ends 2027-07-04 against the initiative end 2027-07-31
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.