AI insight
No early warning on this project
Only a 35% chance of a further slip on current trends.
Confidence76%
PRJ-2026-017At risk5ClosureWaterfallIn progressDelivered by:Ministry of Finance
Ministry of Finance e-Archiving
Add to watchlistElectronic archiving of the Ministry of Finance’s documents and financial correspondence, with a workflow for administrative correspondence and one search across the archive.
Project managerNour Al-JabiriProject sponsorSalma Al-ZaimProgrammeIntegrated Government Systems Programme
Budget (BAC)
SYP 355M
Actual cost
SYP 337.3M
95% of budget
Progress
95%Awaiting acceptance 5%
Estimate at completion
SYP 355M
SPI · CPI
0.95Schedule performance index · 0.951.00Cost performance index · 1.00
Forecast finish
2026-11-15
46 days behind baseline
ClosureStage 5 of 5
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionConditional goDate20 November 2024Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionConditional goDate19 January 2025Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate28 April 2025Execution · CompleteExecution · Complete
- Gate into «Closure»DecisionGoDate11 August 2026Closure · Current stageClosure · Current stage
Project health across eight dimensions
A weighted index, not just percent complete; each dimension leads to the tab that explains it.
Health index
84
Solid
At risk
- Schedule86Milestones on time; SPI within tolerance.On track
- Cost85Spend in line with earned value.On track
- Risk94No high risks open.On track
- Scope82Scope stable, no pending changes.On track
- Quality64Open quality findings on some deliverables.At risk
- Resources90Team complete; allocation balanced.On track
- Stakeholders69Engagement gaps with some parties.At risk
- Benefits83Benefits on track.On track
Index over the last six reports
−11
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: 95% done against 100% planned.
SPI 0.95, CPI 1.00.
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-5.2Sound governance and effective follow-up of projects and data
Main initiative
SI-1.1.1Integrated government financial systems
Contribution to the initiative16%
The project’s share of the initiative’s project budget (3 projects)
Secondary links
- Secondary objectiveSO-1.1Stimulate growth, restore production and attract investment
- Supporting initiativeIndustrial recovery & skills
- Annual work-plan line
- WP-2025-017
- Classification
- Operational
Project progress from accepted deliverables
Project progress = the sum of the weights of deliverables accepted with a completion certificate; nothing counts before acceptance.
Counted
95%Awaiting acceptance 5%
Not handed in 0%
10 deliverables accepted
- Release 114%
- Release 214%
- Integrations13%
- System testing10%
- User acceptance testing10%
- Business requirements9%
- Solution design9%
- Training & change8%
1 deliverable under inspection or acceptance
- Go-live & handover5%
Corrective plan requiredThe project is seriously late (46 days late) and has no corrective plan yet.
Progress & earned value
4 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 98% of budget
SYP337.3M/ SYP355M
- Actual spend
- SYP337.3M
- Committed
- SYP347.5M
- Approved budget
- SYP355M
- Estimate at completion
- SYP355M
Next milestones
- Closure2026-11-15was 2026-09-30Late
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
1 open risk, exposure SYP 12M
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 61Probability: Possible · Impact: ModerateMedium · Score 9RSK-0038High UAT defect count in the outgoing-mail moduleProbability: 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
- Medium1
- Low0
Open impediments
0 escalated
Deliverables
10 of 11 approved
- Project plan & baseline017-D1 · V1 · CRT-017-014%Nour Al-Jabiri2025-04-142025-04-14Approved
- Monitoring & reporting017-D2 · V1 · CRT-017-024%Rasha Al-Mudarres2025-06-072025-06-07Approved
- Business requirements017-D3 · V1 · CRT-017-039%Rasha Al-Mudarres2025-07-302025-07-30Approved
- Solution design017-D4 · V1 · CRT-017-049%Salma Al-Zaim2025-09-212025-09-21Approved
- Release 1017-D5 · V1 · CRT-017-0514%Salma Al-Zaim2025-11-142025-11-14Approved
- Release 2017-D6 · V1 · CRT-017-0614%Nour Al-Jabiri2026-01-062026-01-06Approved
- Integrations017-D7 · V1 · CRT-017-0713%Rasha Al-Mudarres2026-03-012026-03-01Approved
- System testing017-D8 · V1 · CRT-017-0810%Nour Al-Jabiri2026-04-232026-04-23Approved
- User acceptance testing017-D9 · V1 · CRT-017-0910%Rasha Al-Mudarres2026-06-152026-06-15Approved
- Training & change017-D10 · V1 · CRT-017-108%Rasha Al-Mudarres2026-08-082026-08-08Approved
- Go-live & handover017-D11 · V15%Salma Al-Zaim28 days overdue2026-09-30Submitted
Team, contracts & documents
Team
1 member
Nour Al-Jabiri · Director, Government Systems & Integration
- Nour Al-JabiriNour Al-JabiriDirector, Government Systems & IntegrationProject managerP-025nour.aljabiri@psa.gov.sy25%
Meetings
- No meetings scheduled