SO-4.2 · Streamlined governance and dependable technology
Performance measurement & governance
The institutional performance system and Power BI dashboards, the operational plans and scorecards for the 2025–2030 strategy, and the enterprise risk & continuity framework.
Initiative weighted progress
77.7%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
77.7%
Σ contribution × progress, projects only
Contributions assigned
90%
10 points short of 100%
Primary projects’ budget
830K
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 | |
|---|---|---|---|---|---|
| Institutional Performance Measurement & Power BI Dashboards PRJ-2026-012 | Primary | 40% | 76% | 30.4% | |
| Operational Plans & Scorecards for the 2025–2030 Strategy PRJ-2026-028 | Primary | 35% | 70% | 24.5% | |
| Enterprise Risk & Business Continuity Framework PRJ-2026-030 | Primary | 15% | 100% | 15.0% |
Linked projects’ progress
Σ (contribution × progress) = 69.9% points ÷ shares counted 90% = 77.7%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 77.7%
Shares add up to 90%, not 100%.
Scope, outputs & phases
As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.
Scope
Institutional performance measurement and Power BI dashboards, operational plans and scorecards, and risk & continuity management.
Outputs
- Institutional performance dashboards on Power BI
- An operational plan per department
- The risk & continuity framework
Delivery phases
Risk & continuity
2025-03-09 — 2026-08-31
Performance measurement
2025-09-07 — 2026-12-24
Operational plans
2026-05-03 — 2026-12-15
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 84Target 90%Attained 93%
Actual 3.2Target 3.5out of 5Attained 91%
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: Institutional Performance Measurement & Power BI Dashboards
1Deliverable weight in the project
30.0%
Weight of «Design» 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
18.3%
Its relative weight in Institutional Excellence & Capability 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 «Performance measurement & governance»
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.
- Tariq S. Al-YamiTariq S. Al-YamiHead, Institutional Performance & QualityP-040t.alyami@chamber.sa
Possible riskMediumOpen
Departments late entering KPI readings weaken the dashboards
Response: Automatic reminders and escalation after seven days
Highest risks of the linked projectsRisk register
No high open risks on its projects.
Deviation
Budget: projects total SAR 830K against the estimate SAR 900K
Schedule: last project ends 2026-12-24 against the initiative end 2026-12-31
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.