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Course Code: MGT430
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Academic Year: 2022-2023
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Saudi Electronic University
College of Administrative and Financial Sciences
E-commerce Department
Student Name: Marwa Yaqub Aljafar
Student ID: S200187894
Course Title: Internship
Course Code: ECOM430
Academic Year/ Semester: 2nd
Semester 2024/2025
Instructor Name: Lama Al Khashaim.
CRN: 24631
Student Grade:
Grade Level:
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Internship Report
✓ Student Full Name: Marwa Yaqub Aljafar
✓ Student ID: S200187894
✓ Internship Start Date: January 12, 2025
✓ Internship Finish Date: April 19, 2025
✓ Working Hours Per Week: 25 hours
✓ Company/Institution Name: Eastern Province Amana ()أمانة المنطقة الشرقية
Executive Summary of the Internship
After completing my internship at the Eastern Province Amana during the second semester of the
academic year 2024/2025, I was able to successfully complete my internship. For more precise
information, I was able to finish my internship inside the Investment Agency Department. A
significant role in the administration of municipal affairs and the promotion of regional
development is played by this government agency, which is located in Dammam. This agency is
particularly important in sectors that are related with public investment and digital
transformation. Throughout the whole of the program, Ms. Duaa Ali Busaleh, who is the
Director of Technical and Administrative Affairs, carried out the role of the internship’s
supervisor and provided guidance that proved to be highly beneficial.
The 12th of January, 2025 marked the beginning of my training journey, which lasted until the
19th of April, 2025. During the course of the journey, which lasted for more than three months, I
was able to further my professional development and get valuable practical experience. The
internship focused on several areas of e-commerce analysis, digital service development, and
data-driven decision-making within the framework of the government with a special emphasis on
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the latter. My analytical and technical skills were constantly enhanced during the program,
which comprised of numerous stages, each of which provided me with new duties and learning
scenarios that I had to deal with.
During my first month of employment, I was provided with an overview of the fundamental
processes that are being carried out inside the department. As part of this process, the
monitoring of digital transactions, the performance of e-commerce analyses, the review of eretail records, and the supply of help for electronic business assessments were all included. As a
result of completing these core obligations, I have obtained an awareness of the manner in which
government bodies manage digital platforms and assure the integrity of the services they provide.
My responsibilities had expanded by the second month, and I was now responsible for
reviewing transactional data for the purpose of performance reporting and providing assistance in
the maintenance of digital business documents. In addition, I was accountable for providing
assistance in the process of reporting on accomplishments. Additionally, I provided a
contribution to essential user experience evaluations, in which I aided in detecting patterns of
user interaction with government portals and platforms. This was in addition to the fact that I
made a contribution to the aforementioned information.
My involvement in more complicated tasks, such as preparing investment briefings and
constructing internal summaries based on digital activity patterns, took place during the last
month of the project. These activities included the production of investment briefings. My
participation in a collaborative initiative that aimed to make the organization’s website more
user-friendly was one of the ways that I contributed to the enhancement of the website. Because
of this project, I was able to illustrate how data analytics can be used to improve the design of
public services by using behavioral insights to propose practical improvements in layout and
navigation. This was accomplished by utilizing the product of this project.
My technical skills in data interpretation and reporting were not the only things that I developed
throughout the course of the internship; I also improved my communication and teamwork
abilities, particularly when I was interacting with colleagues from other departments. When it
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comes to the ever-evolving world of digital government services, the experience brought to light
the relevance of adaptability, careful attention to detail, and calculated strategic thinking.
The internship provided me with a strong foundation in e-commerce and public sector
operations, which fit perfectly with my academic background in e-commerce and equipped me
for future work in digital business settings. Thank you for the opportunity to participate in this
internship. I would want to express my appreciation for this chance.
Table of content
Internship Report………………………………………………………………………………………………………….. 2
Executive Summary of the Internship ……………………………………………………………………………. 2
Description of the Company ………………………………………………………………………………………….. 5
1. A brief history of the company……………………………………………………………………………….. 5
2. The main shareholders and their shares ………………………………………………………………….. 6
3. Specify the products and services produced …………………………………………………………….. 6
4. Internship company ……………………………………………………………………………………………….. 7
5. Organization chart of the company …………………………………………………………………………. 8
6. A list of functions performed………………………………………………………………………………… 10
Internship Activities…………………………………………………………………………………………………….. 10
Working Conditions and Functional Roles………………………………………………………………… 10
Organization Chart ………………………………………………………………………………………………….. 11
Department or Division Layout ………………………………………………………………………………… 11
Overview of the Service Procedure……………………………………………………………………………. 12
Process Chart of a Key Service …………………………………………………………………………………. 12
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Accounting/Finance/IT/Quality Standards in Use ……………………………………………………… 15
Telecommunication Technologies ……………………………………………………………………………… 15
Quality Planning and Control Activities ……………………………………………………………………. 16
Quality Control Throughout the Service Lifecycle …………………………………………………….. 16
Financial Analysis and Decision-Making Methods …………………………………………………….. 16
Incentives for Organizational Efficiency……………………………………………………………………. 17
Marketing, Selling, and HR Strategies ………………………………………………………………………. 17
Working Documents and Learning Experience …………………………………………………………. 17
Theory vs. Practice …………………………………………………………………………………………………… 18
Work Samples and Supporting Materials …………………………………………………………………. 18
Description of the Company
1. A brief history of the company
The whole name of the organization is Eastern Province Amana, which is composed of Arabic
words such as أمانة المنطقة الشرقية. The Eastern Province Municipal Authority is one of the major
municipal authorities in Saudi Arabia. It was founded as a government organization with the
purpose of supervising and managing urban planning, infrastructure, and municipal services
within the municipality. In accordance with Saudi Vision 2030, the agency serves the general
public by strengthening city planning, environmental standards, and investment possibilities. It
functions under the Ministry of Municipal and Rural Affairs and Housing (MoMRAH), which is
the umbrella entity that oversees its operations.
The headquarters of the Amana will be located in Dammam, which is a significant
administrative and commercial metropolis. Throughout the years, it has transitioned from
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conventional governance to the use of contemporary digital platforms, offering a multitude of
electronic services that make it simpler to access public services such as company licensing,
urban permits, and municipal inquiries.
Mailing Address:
Eastern Province Amana
P.O. Box 859, Dammam, Saudi Arabia
Official Website:
2. The main shareholders and their shares
Eastern Province Amana is a public sector institution, fully owned and operated by the Saudi
government. It is not a commercial company and does not have shareholders in the traditional
corporate sense. Instead, it is funded and managed by state authorities through national budgets
and strategic development plans. The Ministry of Municipal and Rural Affairs and Housing
(MoMRAH) acts as the main governing body responsible for oversight, policy-making, and
funding allocation. All operations, decisions, and projects are managed in line with national
policies and government directives, aiming to serve the public interest rather than private gain.
3. Specify the products and services produced
The Eastern Province Amana operates in the municipal administration and public service
sector. Its responsibilities span several domains, all focused on urban development and citizen
well-being. These include:
•
Urban planning and zoning regulations
•
Construction supervision and road maintenance
•
Public infrastructure development
•
Environmental health and sanitation
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•
Municipal licensing and permit issuance
•
Real estate and land management
•
Investment and public-private partnership facilitation
•
Smart city and digital transformation initiatives
Through its e-government platform, the Amana provides a comprehensive selection of digital
services to its customers. These services include the issuance of building permits and
commercial licenses, the monitoring of complaints, requests for streetlight maintenance, and
interactive maps for the purposes of planning and development are also included. It gives
investors and enterprises with comprehensive standards, venues for land auctions, and access to
chances for participation in a variety of public development projects.
4. Internship company
Eastern Province Amana serves a broad spectrum of clients and stakeholders, both from the
public and private sectors. These include:
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Citizens and residents – who rely on the Amana for services such as cleanliness,
construction permits, housing inquiries, and neighborhood development.
•
Businesses and retailers – who use its digital services for commercial licenses, street
signage approvals, and real estate management.
•
Real estate developers and contractors – who work with the Amana for infrastructure
permits, land acquisition, and zoning regulations.
•
Government agencies and ministries – for inter-agency coordination on urban planning
and public policy implementation.
•
Employees and internal stakeholders – who depend on performance tracking tools,
data platforms, and interdepartmental systems for workflow efficiency.
•
Investors and PPP partners – who seek investment opportunities in public facilities,
commercial markets, and development zones within the Eastern Province.
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5. Organization chart of the company
While a complete visual organization chart was not shared during my internship, I became
familiar with the general structure through meetings and departmental interactions. The hierarchy
of Eastern Province Amana is organized as follows:
•
Mayor (Aman) of Eastern Province – Top-level executive overseeing the full scope of
operations.
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Deputy Mayor for Investment and Revenue
o
Deputy Mayor for Urban Planning
o
Deputy Mayor for Services and Maintenance
o
Deputy Mayor for IT and Digital Transformation
o
Deputy Mayor for Administrative Affairs
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Two or more departments are overseen by each deputy. In the Investment Agency Department,
for instance, there are teams that are responsible for investment planning, proposal review,
investor interactions, and performance monitoring. I was assigned to this department.
There are a variety of specialists working for the company, including engineers, planners, data
analysts, digital service developers, license officials, and administrative professionals. It is
anticipated that the total number of workers is into the hundreds.
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6. A list of functions performed
Below is a brief outline of the key departments and their core functions:
Department
Core Functions
Urban Planning
Master planning, zoning approvals, infrastructure blueprinting
Services and Maintenance
Public facility maintenance, roadworks, cleanliness and
sanitation
Investment Agency
Promoting and managing investment opportunities,
partnerships, revenue growth
E-Government and IT
Managing online portals, automating services, data analytics,
Services
and cybersecurity
Licensing and Permits
Issuing business, construction, and signage permits
Projects and Engineering
Execution and monitoring of civil engineering and public
infrastructure projects
Public Relations and
Handling citizen complaints, awareness campaigns, and
Complaints
external communication
Finance and Procurement
Budgeting, vendor management, and financial reporting
These departments work in close coordination to ensure the Amana fulfills its duties efficiently
and remains aligned with national development goals.
Internship Activities
Working Conditions and Functional Roles
During my internship at Eastern Province Amana, I was assigned to the Investment Agency
Department, which is part of the wider organizational structure overseeing revenue generation
and strategic partnerships. My direct supervisor was Ms. Duaa Ali Busaleh, the Director of
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Technical and Administrative Affairs. Her role included overseeing internal workflows,
coordinating interdepartmental projects, and ensuring that strategic investment plans aligned
with municipal goals.
Professionalism and organization were present in the working environment, and there was a
healthy mix of autonomous work and jobs that required collaboration with other people. My
place of employment was a semi-formal office environment in which digital technologies were
deployed extensively for the purpose of activity coordination. My department was comprised of
many types of employees, including analysts, data entry clerks, and administrative coordinators.
The extent of their tasks included anything from engaging with external stakeholders to keeping
investment dashboards up to date. My responsibilities often complimented those of my
coworkers; for instance, I would aid in the organization of performance reports while another
colleague collated raw investment data from several sources. Our collaborative efforts resulted
in the development of decision-support tools that were used to guide strategic project planning.
Organization Chart
An organization chart for Eastern Province Amana was already provided earlier. In short, the
Mayor is at the top, followed by Deputy Mayors for Investment, Urban Planning, IT, Services,
and Administrative Affairs. The Investment Agency Department, where I interned, falls under
the Deputy Mayor for Investment and Revenue.
Department or Division Layout
The Investment Agency Department is divided into several units:
•
Investment Planning Unit – focuses on identifying high-potential areas for publicprivate collaboration.
•
Investor Services Unit – handles inquiries and administrative support for external
investors.
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•
Performance Monitoring Unit – tracks key performance indicators and generates
reports.
•
Project Coordination Unit – ensures smooth execution of approved investment projects.
These units collaborate closely with external departments like Urban Planning and Licensing to
approve and activate investment-related projects. My role mainly intersected with the
Performance Monitoring and Planning units, where I contributed data analysis and prepared
insight summaries.
Overview of the Service Procedure
The service model within my department followed a structured workflow:
•
Inputs: Investor inquiries, project proposals, municipal regulations, and economic data.
•
Processes: Evaluation of proposals, strategic alignment checks, and performance
tracking.
•
Outputs: Approved investment projects, detailed performance summaries, and
development reports.
•
Resources: Internal staff, government digital platforms, analytical tools (e.g., Excel,
Power BI), and planning guidelines.
•
Constraints: Limited availability of complete data sets, regulatory compliance issues,
and occasional cross-department delays.
Process Chart of a Key Service
One major internal service was the Investment Performance Review, a monthly evaluation
report. Below is a simplified version of the process:
1. Data Collection: Extracting digital activity and investment flow data.
2. Initial Review: Validating data quality and completeness.
3. Analysis: Identifying investment trends, obstacles, and opportunities.
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4. Report Drafting: Writing summaries, visualizing data, and structuring
recommendations.
5. Internal Review: Submitting reports for supervisor feedback.
6. Submission: Sharing the final report with upper management for decision-making.
This process taught me how local governance systems monitor their performance and adjust
policies accordingly.
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Accounting/Finance/IT/Quality Standards in Use
Despite the fact that I was not directly working in the Finance Department, I was able to witness
that the organization follows accounting principles that are standard for the government and are
in line with national auditing standards. The majority of the activities were carried out on
official government platforms that provided secure access, in terms of information technology
norms. Dashboards for data visualization and digital archives are examples of tools that have
been standardized across departments.
In addition, the business used fundamental quality assurance techniques, such as feedback loops,
supervisor validation, and version tracking, in order to guarantee the correctness of data
reporting and the compliance of process documentation.
Telecommunication Technologies
The department used a combination of communication tools, including:
•
Email (Government Outlook System): For formal communications and task
assignments.
•
Internal Messaging Tools (likely Microsoft Teams or equivalent): For real-time
updates and department coordination.
•
Database Systems: Used for performance tracking and electronic record management.
•
Virtual Meetings (e.g., Zoom or Microsoft Teams): Especially during multidepartmental updates or when external stakeholders were involved.
These tools helped maintain workflow consistency, especially when managing cross-functional
tasks involving multiple departments or teams.
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Quality Planning and Control Activities
Quality planning is included into Eastern Province Amana’s service delivery, despite the fact that
the firm does not engage in manufacturing or production. In order to evaluate the efficiency of
each department, particularly the Investment Agency, every department conforms to the key
performance indicators (KPIs) that have been specified. The speed of investment proposal
evaluations, the quality of data shown in performance dashboards, and the response to investor
questions are elements that are included in these key performance indicators (KPIs). With the
use of regularly scheduled performance audits, frequent progress meetings, and version control
of digital reports, my department was able to establish quality control. This was done to verify
that the reports were accurate.
Quality Control Throughout the Service Lifecycle
An strategy that is systematic is used in the Amana for the administration of the service lifecycle.
At each and every step, from the initial collection of proposals to the conclusion of the
investment choice, quality checks are included. In the course of my employment there, I saw the
process by which reports were examined on many occasions prior to their final submission, first
by junior analysts and later by supervisors. Even the most minute data errors were handled
thanks to the feedback loops that were in place. With this ongoing process of updating, we made
certain that the data on investments remained trustworthy and that decision-making remained
well-informed.
Financial Analysis and Decision-Making Methods
Despite the fact that I was not assigned to the Finance Department, I was able to witness that the
process of making financial decisions contained certain organized evaluations. These evaluations
included cost-benefit analyses, projected return assessments, and public value predictions.
Forecast models were used by the Investment Agency in order to ascertain the potential for
income, the degree of conformance with strategic goals, and the influence on the public for
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proposed projects. Following that, these reports were considered in meetings of the internal
committee in order to make judgments about whether or not to proceed.
Incentives for Organizational Efficiency
At Eastern Province Amana, most incentives were non-monetary due to its public-sector nature.
However, the organization promotes efficiency through:
•
Recognition programs for high-performing departments.
•
Career development workshops.
•
Internal training sessions. These incentives helped maintain high morale, encouraged
innovation in digital services, and fostered collaboration across teams.
Marketing, Selling, and HR Strategies
Although direct product marketing isn’t the agency’s function, several outreach efforts resemble
public sector marketing. These included:
•
Publishing digital service enhancements on the website.
•
Using social media to promote government investment opportunities.
•
Conducting public surveys to understand citizen and investor needs. In terms of HR,
departments regularly conducted needs assessments to determine staffing requirements
and feedback sessions to evaluate performance and engagement.
Working Documents and Learning Experience
Throughout my internship, I worked on several types of documents:
•
Performance reports for internal review.
•
Data tables for investment activity tracking.
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•
Insight summaries drawn from user behavior analytics. These documents helped me
practice data interpretation, report writing, and dashboard creation. I also learned how to
present findings clearly to non-technical stakeholders—a skill I developed while
preparing summaries for meetings.
Theory vs. Practice
In theory, I learned about e-commerce systems, data analysis techniques, and user experience
(UX) principles in my coursework. However, applying these concepts in a real-world
environment was a valuable challenge. For example:
•
I had theoretical knowledge of performance indicators, but only during the internship did
I grasp how crucial data accuracy is to decision-making.
•
Classroom discussions on user interaction were abstract, but the UX improvement
project I joined at the Amana showed me how small layout changes could significantly
affect service accessibility.
•
While I learned about teamwork in project management courses, navigating
interdepartmental communication in a public institution gave me deeper insights into
organizational dynamics.
Work Samples and Supporting Materials
Some of the tangible work samples I participated in include:
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Data visualization charts showing monthly investment trends.
•
Behavior analysis reports used to improve web navigation.
•
Internal memos summarizing key performance observations. If allowed, I would include
anonymized versions of these documents in the appendix section of this report to
demonstrate the scope and quality of my contributions.
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