AI insight
No early warning on this project
Only a 22% chance of a further slip on current trends.
Confidence76%
PRJ-2026-015On track4ExecutionScrumIn progressDelivered by:Ministry of Communications and Information Technology
Government Services Mobile App — New Release
Add to watchlistThe new release of the government services app: the most-used services, request tracking, notifications and bank e-payment.
Project managerKinan AzzamProject sponsorEng. Khaled Al-KayyaliProgrammeGovernment e-Services Programme
Budget (BAC)
SYP 315M
Actual cost
SYP 193.8M
62% of budget
Progress
64%Awaiting acceptance 10%
Estimate at completion
SYP 302.9M
SPI · CPI
1.02Schedule performance index · 1.021.04Cost performance index · 1.04
Forecast finish
2027-01-28
On baseline
ExecutionStage 4 of 5
Next gate:Closure23 December 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate6 August 2025Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate5 October 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate21 December 2025Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate23 December 2026Closure · Not startedClosure · Not started
Project health across eight dimensions
A weighted index, not just percent complete; each dimension leads to the tab that explains it.
Health index
90
Solid
On track
- Schedule85Milestones on time; SPI within tolerance.On track
- Cost94Spend in line with earned value.On track
- Risk86No high risks open.On track
- Scope94Scope stable, no pending changes.On track
- Quality90Deliverables accepted first time.On track
- Resources93Team complete; allocation balanced.On track
- Stakeholders94Stakeholders supportive.On track
- Benefits85Benefits on track.On track
Index over the last six reports
+4
May to October 2026
No material change in the health dimensions over the period.
Copilot summary
Generated from the live project data
The project is close to plan: 64% done against 63% planned.
SPI 1.02, CPI 1.04.
The project’s link, progress and status
How the project ties to the strategy, its progress counted from accepted deliverables, and its status history.
Strategic link
The main objective and initiative, the secondary links, and the project’s contribution to its initiative.
Main strategic objective· Axis: Governance & Digital TransformationSO-5.1Integrated digital government services for citizens
Main initiative
SI-5.1.1Unified government services
Contribution to the initiative12%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
No secondary links
- Annual work-plan line
- WP-2025-015
- Classification
- Strategic
Project progress from accepted deliverables
Project progress = the sum of the weights of deliverables accepted with a completion certificate; nothing counts before acceptance.
Counted
64%Awaiting acceptance 10%
Not handed in 26%
6 deliverables accepted
- Release 116%
- Release 216%
- Business requirements11%
- Solution design11%
- Project plan & baseline5%
- Monitoring & reporting5%
1 deliverable under inspection or acceptance
- Integrations10%
Progress & earned value
3 of 5 milestones complete
Earned-value curve
Planned, earned and actual to the data date, cumulative, with the forecast cost tail
- Planned value
- Earned value
- Actual cost
- Estimate at completion
- Budget at completion
Budget & commitments
Commitments are 87% of budget
SYP193.8M/ SYP315MSYP12.1Mprojected saving(3.8%)
- Actual spend
- SYP193.8M
- Committed
- SYP272.5M
- Approved budget
- SYP315M
- Estimate at completion
- SYP302.9M
Next milestones
- Provisional acceptance2026-12-21was 2026-12-23On track
- Closure2027-01-28was 2027-01-31On track
Waiting on someone
0 approvals and 0 open actions on this project
Approvals & requests
From «My actions» for this project
- No approvals pending
Actions
0 open
- No actions on this project
Change requests
Cost and schedule impact
Risks & impediments
0 open risks, exposure SYP 0
Risk map
Probability
5Probability: Almost certain · Impact: NegligibleLow · Score 5Probability: Almost certain · Impact: MinorMedium · Score 10Probability: Almost certain · Impact: ModerateHigh · Score 15Probability: Almost certain · Impact: MajorCritical · Score 20Probability: Almost certain · Impact: SevereCritical · Score 25
4Probability: Likely · Impact: NegligibleLow · Score 4Probability: Likely · Impact: MinorMedium · Score 8Probability: Likely · Impact: ModerateMedium · Score 12Probability: Likely · Impact: MajorHigh · Score 16Probability: Likely · Impact: SevereCritical · Score 20
3Probability: Possible · Impact: NegligibleLow · Score 3Probability: Possible · Impact: MinorLow · Score 6Probability: Possible · Impact: ModerateMedium · Score 9Probability: Possible · Impact: MajorMedium · Score 12Probability: Possible · Impact: SevereHigh · Score 15
2Probability: Unlikely · Impact: NegligibleLow · Score 2Probability: Unlikely · Impact: MinorLow · Score 4Probability: Unlikely · Impact: ModerateLow · Score 6Probability: Unlikely · Impact: MajorMedium · Score 8Probability: Unlikely · Impact: SevereMedium · Score 10
1Probability: Rare · Impact: NegligibleLow · Score 1Probability: Rare · Impact: MinorLow · Score 2Probability: Rare · Impact: ModerateLow · Score 3Probability: Rare · Impact: MajorLow · Score 4Probability: Rare · Impact: SevereLow · Score 5
12345
Impact
- Critical0
- High0
- Medium0
- Low0
Top risks
- No open risks
Open impediments
0 escalated
- No open impediments
Deliverables
6 of 11 approved
- Project plan & baseline015-D1 · V1 · CRT-015-015%Kinan Azzam2025-12-112025-12-11Approved
- Monitoring & reporting015-D2 · V1 · CRT-015-025%Basel Al-Mahayni2026-01-212026-01-21Approved
- Business requirements015-D3 · V1 · CRT-015-0311%Basel Al-Mahayni2026-03-042026-03-04Approved
- Solution design015-D4 · V1 · CRT-015-0411%Eng. Khaled Al-Kayyali2026-04-152026-04-15Approved
- Release 1015-D5 · V1 · CRT-015-0516%Eng. Khaled Al-Kayyali2026-05-262026-05-26Approved
- Release 2015-D6 · V1 · CRT-015-0616%Kinan Azzam2026-07-072026-07-07Approved
- Integrations015-D7 · V110%Basel Al-Mahayni72 days overdue2026-08-17In review
- System testing015-D8 · V07%Kinan Azzam30 days overdue2026-09-28Draft
- User acceptance testing015-D9 · V07%Basel Al-MahayniIn 12 days2026-11-09Draft
- Training & change015-D10 · V06%Basel Al-MahayniIn 53 days2026-12-20Draft
- Go-live & handover015-D11 · V06%Eng. Khaled Al-KayyaliIn 95 days2027-01-31Draft
Team, contracts & documents
Team
7 members
Kinan Azzam · Senior Digital Delivery Consultant — National PMOEng. Lina Al-Attar · Head of the Unified Government e-Services Platform & Programme Manager, Government e-ServicesIbrahim Al-Saeed · Director General, Government Services in the GovernoratesJoud Hammami · QA & Testing SpecialistHamza Al-Hussein · Senior Software Engineer – IntegrationHiba Al-Shami · Senior Business Analyst — Government Services
- Kinan AzzamKinan AzzamSenior Digital Delivery Consultant — National PMOProject managerP-041kinan.azzam@psa.gov.sy40%
- Eng. Lina Al-AttarEng. Lina Al-AttarHead of the Unified Government e-Services Platform & Programme Manager, Government e-ServicesProgramme oversight, mobile appP-004lina.alattar@psa.gov.sy15%
- Ibrahim Al-SaeedIbrahim Al-SaeedDirector General, Government Services in the GovernoratesProject ownerP-046ibrahim.alsaeed@psa.gov.sy5%
- Joud HammamiJoud HammamiQA & Testing SpecialistApp testingP-033joud.hammami@psa.gov.sy40%
- Hamza Al-HusseinHamza Al-HusseinSenior Software Engineer – IntegrationApp APIs to the unified platformP-030hamza.alhussein@psa.gov.sy35%
- Hiba Al-ShamiHiba Al-ShamiSenior Business Analyst — Government ServicesApp service requirementsP-006hiba.alshami@psa.gov.sy25%