AI insight
No early warning on this project
Only a 8% chance of a further slip on current trends.
Confidence76%
PRJ-2026-028On track4ExecutionWaterfallIn progressDelivered by:Planning and Statistics Authority
Preparing the 2026–2028 Medium-Term Plan & Governorate Plans
Add to watchlistPreparing the 2026–2028 medium-term plan in place of the five-year plans, development plans for the 14 governorates and scorecards that tie projects to the framework’s pillars.
Project managerRana Al-SammanProject sponsorDr. Ziad Al-AtassiProgrammePlanning, Statistics & Capability Programme
Budget (BAC)
SYP 80M
Actual cost
SYP 56M
70% of budget
Progress
70%Awaiting acceptance 11%
Estimate at completion
SYP 80M
SPI · CPI
1.03Schedule performance index · 1.031.00Cost performance index · 1.00
Forecast finish
2026-12-15
On baseline
ExecutionStage 4 of 5
Next gate:Closure27 November 2026
- Pre-start · CompletePre-start · Complete
- Gate into «Initiation»DecisionGoDate4 March 2026Initiation · CompleteInitiation · Complete
- Gate into «Planning»DecisionGoDate3 May 2026Planning · CompletePlanning · Complete
- Gate into «Execution»DecisionGoDate8 June 2026Execution · Current stageExecution · Current stage
- Gate into «Closure»DecisionNot held yetDate27 November 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
89
Solid
On track
- Schedule92Milestones on time; SPI within tolerance.On track
- Cost90Spend in line with earned value.On track
- Risk85No high risks open.On track
- Scope88Scope stable, no pending changes.On track
- Quality89Deliverables accepted first time.On track
- Resources90Team complete; allocation balanced.On track
- Stakeholders84Stakeholders supportive.On track
- Benefits93Benefits 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: 70% done against 68% planned.
SPI 1.03, 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: Balanced Local Development across the GovernoratesSO-6.2Governorate plans and a balanced share of public investment
Main initiative
SI-5.2.2Performance measurement, monitoring & evaluation
Contribution to the initiative19%
The project’s share of the initiative’s project budget (3 projects)
- Annual work-plan line
- WP-2026-028
- 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
70%Awaiting acceptance 11%
Not handed in 19%
6 deliverables accepted
- Target model17%
- Roadmap17%
- Current-state assessment12%
- Benchmarking12%
- Project plan & baseline6%
- Monitoring & reporting6%
1 deliverable under inspection or acceptance
- Wave 111%
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 94% of budget
SYP56M/ SYP80M
- Actual spend
- SYP56M
- Committed
- SYP75M
- Approved budget
- SYP80M
- Estimate at completion
- SYP80M
Next milestones
- Provisional acceptance2026-11-27On track
- Closure2026-12-15On track
Waiting on someone
0 approvals and 0 open actions on this project
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 10 approved
- Project plan & baseline028-D1 · V1 · CRT-028-016%Rana Al-Samman2026-06-062026-06-06Approved
- Monitoring & reporting028-D2 · V1 · CRT-028-026%Dr. Mais Al-Sibai2026-06-272026-06-27Approved
- Current-state assessment028-D3 · V1 · CRT-028-0312%Dr. Mais Al-Sibai2026-07-192026-07-19Approved
- Benchmarking028-D4 · V1 · CRT-028-0412%Dr. Ziad Al-Atassi2026-08-092026-08-09Approved
- Target model028-D5 · V1 · CRT-028-0517%Dr. Ziad Al-Atassi2026-08-302026-08-30Approved
- Roadmap028-D6 · V1 · CRT-028-0617%Rana Al-Samman2026-09-212026-09-21Approved
- Wave 1028-D7 · V111%Rana Al-Samman16 days overdue2026-10-12In review
- Wave 2028-D8 · V011%Dr. Mais Al-SibaiIn 5 days2026-11-02Draft
- Knowledge transfer028-D9 · V04%Dr. Mais Al-SibaiIn 27 days2026-11-24Draft
- Final report028-D10 · V04%Dr. Ziad Al-AtassiIn 48 days2026-12-15Draft
Team, contracts & documents
Team
3 members
Rana Al-Samman · Head of National StrategyDr. Ziad Al-Atassi · Deputy President, Strategy & PerformanceDr. Reem Al-Qabbani · Director, National Project Management Office
- Rana Al-SammanRana Al-SammanHead of National StrategyProject managerP-039rana.alsamman@psa.gov.sy70%
- Dr. Ziad Al-AtassiDr. Ziad Al-AtassiDeputy President, Strategy & PerformanceProject sponsorP-009ziad.alatassi@psa.gov.sy25%
- Dr. Reem Al-QabbaniDr. Reem Al-QabbaniDirector, National Project Management OfficeGovernance adviser to the governorate plansP-002reem.alqabbani@psa.gov.sy10%
Meetings
- No meetings scheduled