The Projects Overview report brings together project status, timing, risk, and value so you can decide where your team needs to focus.

For onboarding managers, project managers, and Professional Services leaders, it helps answer one core question:

Are our onboarding projects on track, and where do we need to step in?

Start with the summary cards to understand your portfolio, use the charts to identify upcoming commitments and concentrations of risk, and review the drilldown for the project-level context behind those signals.

Use filters to focus on the customers, project managers, work, or time periods relevant to your review.

For example, an onboarding leader preparing for a delivery review could filter by Project Manager, then use Project Forecasted End Date to focus on upcoming expected finishes.

Choose date filters carefully. When a project starts, when it is due, and when it is forecasted to finish answer different questions.

Note: Not Applicable is a task status, not a project status.

The volume cards help you distinguish overall project inventory from active work, completed work, and project starts.

The creation, completion, and annual-start cards use different inclusion rules; they should not be treated as interchangeable measures of workload.

The schedule-risk cards help you distinguish a project’s reported status from its expected finish.

Question it answers: Which project deadlines should we review this month?

Use Projects Due This Month to focus on projects due during the current month.

This is useful when preparing for final approvals, customer training, implementation handoffs, and go-live readiness. Review the remaining work before treating a scheduled finish as a confirmed delivery commitment.

The Projects Forecasted To Finish In The Quarter By Week Break By Status chart groups active projects by forecasted finish week within the current quarter and by current status.

Use it to identify weeks with several expected finishes and prepare the people involved in those handoffs.

For example, several implementations approaching go-live in the same week may require coordination across training, final validation, and the team receiving the customer after onboarding.

Review the status breakdown alongside the expected finish dates. An on-hold project may require a restart conversation before its forecast becomes a useful planning commitment.

The status charts help you see how projects are distributed across the portfolio.

These are views of current status, rather than a history of every status change.

RAG stands for Red, Amber, and Green. Green indicates that a project is on track, Amber identifies warning signs, and Red indicates that it is off track. RAG is available in GUIDE 2.0 for internal users and is hidden from customer users. GUIDEcx Knowledge Base

When reviewing RAG results, consider the RAG Description and RAG Updated At information alongside the project’s dates and status.

Use the health assessment to decide where to investigate, then review the project’s circumstances before choosing an action.

Question it answers: How long do completed projects typically span?

Average Project Duration averages the start-to-end durations of Done projects. GUIDEcx Knowledge Base

Duration is measured in working days, using the working-day settings configured at the workspace level. Do not assume every workspace follows a Monday–Friday schedule.

Use the average as context when planning future onboarding timelines. Compare similar implementations rather than using one portfolio-wide average as the expected duration for every project.

Avg Project Duration by PM (YTD) provides a year-to-date duration view grouped by project manager.

Use it to prepare coaching, delivery, or resourcing conversations. Compare managers working on similar types of projects before drawing conclusions.

A longer average may warrant investigation, but it does not establish the cause. Review differences in project scope, customer readiness, and delivery complexity before treating the chart as a performance ranking.

Projects Started By Month Break By Status Last 12 Months groups projects by start month and shows their current status, not their historical month-end status. GUIDEcx Knowledge Base

Use it to compare intake patterns and investigate groups of projects that started around the same time.

For example, a particularly busy intake month may be worth reviewing to understand whether the projects that began then need additional delivery support. Consider expected project length and scope before interpreting unfinished work as a problem.

When investigating schedule movement, review Due Date and Forecasted End Date together.

Use the duration and variance fields in the drilldown as supporting context. When communicating a concern, include the relevant dates and remaining work rather than quoting a duration or variance value on its own.

Cash Value is a field populated by a user or by automation, depending on your organization’s configuration.

Interpret it according to what your organization records in that field. Do not assume it always represents contract value, invoiced revenue, recognized revenue, or cash collected.

The value-focused cards and charts support different questions:

Before using these views in a financial discussion, agree on what the underlying values represent.

Value should be one consideration when prioritizing intervention—not the only one. Also consider the customer commitment, the effect of the blocked work, and the action required to move the project forward.

This chart counts tasks due before today that are not Done or Not Applicable, grouped by project and task status. It excludes tasks belonging to Pending, Done, Cancelled, or On Hold projects. GUIDEcx Knowledge Base

Important: An on-hold project can contribute to Total Active Projects while its tasks are excluded from Overdue Tasks by Project. These widgets use different scopes.

Use the chart to identify where overdue work is concentrated, then inspect the tasks involved.

A project with several overdue tasks may need a different response depending on whether the work is progressing, awaiting a decision, or blocked. Review the underlying tasks before assigning a cause.

#10 Projects with Most Stuck Tasks ranks active projects by their current Stuck task count, showing up to 10 projects. GUIDEcx Knowledge Base

This view includes on-hold projects within its active-project scope.

Use it to prepare a focused discussion about blocked work. For each project, identify what is preventing progress, who needs to act, and which customer commitment could be affected.

A high stuck-task count does not automatically establish the project’s priority. One blocked approval may have a greater effect on a go-live than several lower-impact tasks.

The drilldown provides project-level context for the report’s summary signals.

Start with the project and customer, then review the dates, status, summaries, and value information relevant to your investigation. The fields below are grouped by purpose rather than screen order.

Use phase and milestone names for context, then review the underlying project to establish its current delivery stage.

When preparing a customer conversation, review the external summary and confirm that the wording still reflects the project’s circumstances.

Project creation, scheduled start, kickoff, and expected finish are different points in the project lifecycle. Choose the date that matches the question you are investigating.

Do not use an update timestamp alone as evidence that all outstanding work has been reviewed.

Review explanatory fields alongside the indicators. Use them to prepare specific questions for the project manager rather than assuming a status or health indicator explains the entire situation.

Duration values use the workspace’s configured working days.

Review these values alongside the project’s dates. Before sharing a financial interpretation, confirm what your organization records as Cash Value and how the relevant billing information is configured.

These are suggested reporting practices rather than product requirements.

Use a consistent review cadence. Review the portfolio weekly, and revisit time-sensitive projects more frequently as customer commitments approach.

Compare similar work. Separate different onboarding types, customer segments, or delivery motions before comparing duration or value.

Prioritize impact, not only counts. Investigate what an overdue or stuck task prevents, especially when it affects an approval, migration, training session, or go-live.

Keep Cash Value consistent. Agree on what the field represents and check that manual entries and automation follow the same convention.

Finish with a decision. Record a clear action, owner, and follow-up date rather than leaving the meeting with a list of projects that need “more attention.”

Widgets answer different questions and can use different inclusion rules.

For example, Total Active Projects includes on-hold projects, while Overdue Tasks by Project excludes their tasks. Check the widget’s scope and your selected filters before treating different results as an error.

First, confirm that the report filters include the intended projects. Then review the Cash Value recorded on those projects.

Because the field can be populated manually or through automation, check the relevant entry process or configuration before deciding whether the report value is incorrect.

Yes. Use the Customer filter to focus on a particular account.

Review the customer’s upcoming commitments, then use the project-level information to prepare specific questions and action items for the check-in.