SO-1.2 · Active sectoral committees and business challenges resolved
Existing buildings & committee rooms
Converting the current headquarters into a member services centre with 28 sectoral committee rooms, and rehabilitating the Business Centre (Exit 6) branch.
Initiative weighted progress
75.3%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
75.3%
Σ contribution × progress, projects only
Contributions assigned
100%
Complete and approved
Primary projects’ budget
24M
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 | |
|---|---|---|---|---|---|
| Converting the Current Headquarters into a Member Services Centre & Committee Rooms PRJ-2026-004 | Primary | 75% | 68% | 51.0% | |
| Business Centre (Exit 6) Branch Rehabilitation PRJ-2026-036 | Primary | 25% | 97% | 24.3% |
Linked projects’ progress
Σ (contribution × progress) = 75.3% points ÷ shares counted 100% = 75.3%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 75.3%
Scope, outputs & phases
As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.
Scope
Converting the current HQ into a member services centre with 28 committee rooms, and rehabilitating the Exit 6 branch.
Outputs
- 28 sectoral committee rooms
- The member services centre in the current HQ
- The rehabilitated Exit 6 branch
Delivery phases
Exit 6 branch
2024-10-06 — 2026-11-12
Converting the current HQ
2024-01-14 — 2027-02-03
Committee rooms in use
2027-02-01 — 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 77Target 80%Attained 96%
Actual 48Target 60hallsAttained 80%
Benefits
Benefits registered for its projects, planned vs realised
- Branch capacity after rehabilitation0 / 4,800 visitors / year
- Committee meeting hours accommodated per year0 / 43,800 hours / year
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: Converting the Current Headquarters into a Member Services Centre & Committee Rooms
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
24.4%
Its relative weight in Building Rehabilitation & Sustainability Portfolio
Set by the project weight model; it feeds portfolio progress: relative weight × actual progress.
See where it comes from3Contribution to the initiative
75%
Its contribution to «Existing buildings & committee rooms»
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. Waleed O. Al-JuhaniEng. Waleed O. Al-JuhaniDirector, Facilities Operations & MaintenanceP-021w.aljuhani@chamber.sa
Obstacle in the wayHighOpen
Contractor cash distress has stopped the committee-rooms wing
Response: Settle the claim through the dispute board and take back part of the works if needed
Highest risks of the linked projectsRisk register
Deviation
Budget: projects total SAR 24M against the estimate SAR 22M
Schedule: last project ends 2027-02-03 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.