The Projects Overview report gives you a portfolio-level view of how your onboarding and Professional Services projects are progressing.

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

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

Use the report to understand current project volume, identify projects that are already late, spot future schedule risk, review project-health indicators, and move from a portfolio signal to the individual projects behind it.

Use Projects Overview to understand:

This report is most useful when your question is about projects as a portfolio rather than the individual tasks inside them.

If you need to investigate the task work contributing to project risk, move from Projects Overview into Task Management.

Projects Overview uses the standard GUIDEreports filters.

These include filters for:

You can combine filters to narrow the report to the portfolio you actually want to evaluate.

For example, a delivery leader could filter to:

Now the report answers a more focused question:

Which Enterprise implementations ending this quarter are currently late?

For a complete explanation of shared filter behavior, see Use GUIDEreports: Filters, drilldowns, sorting, and navigation.

Projects Overview uses the following project status categories:

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

Status-based widgets can use different built-in rules, so do not assume every widget includes the same project population.

One especially important example is On Hold.

On Hold projects are included in Total Active Projects and other applicable project-focused active metrics.

That differs from some task-focused reporting, where tasks from On Hold projects may be excluded from active-task calculations.

Start with the project-volume metrics to understand how much work your organization is managing.

Question it answers: How many projects are we currently managing?

Total Active Projects excludes:

It includes On Hold projects.

Use this metric as a high-level measure of current portfolio size.

It is especially helpful as context for other risk metrics.

For example:

8 forecasted-late projects out of 80 active projects

means something different from:

8 forecasted-late projects out of 12 active projects.

Portfolio-status widgets help you understand where projects currently sit in the delivery lifecycle.

Use Projects by Status when you want a broad view of the entire project portfolio.

Because the widget does not apply an additional built-in status exclusion, it can include projects across active and non-active categories.

Use Active Projects by Status when the question is specifically about work that remains part of the active delivery portfolio.

Projects that are:

are excluded.

Question it answers: Which part of our portfolio is already behind schedule?

Late Projects counts projects whose current status category is Late.

This is a current-state signal.

Use it when you want to find delivery problems that have already occurred.

Question it answers: How is project health distributed across our active portfolio?

This chart groups active projects by their available RAG status.

Projects that are:

are excluded.

Use the chart to see whether concerning project-health indicators are isolated or becoming more common across the portfolio.

A growing concentration of projects in a concerning RAG state can be a useful reason to investigate further.

The RAG indicator tells you where to look. It does not by itself explain why a project is healthy or at risk.

Projects Overview helps separate two important questions:

Which projects are already late?

and:

Which projects are likely to finish late?

These are not the same thing.

Question it answers: Which ongoing projects are showing future schedule risk?

This metric counts projects identified as forecasted late while excluding:

Use it as an early warning signal.

A project does not have to be currently Late to be forecasted late.

That distinction gives your team an opportunity to investigate schedule risk before the target date is missed.

Question it answers: Which projects are expected to finish earlier than planned?

This metric counts projects identified as forecasted ahead of schedule while excluding:

Use it to identify projects progressing faster than their current plan.

It can also be useful when reviewing whether project timing assumptions reflect actual delivery behavior.

The project drilldown includes several timing fields that can help you investigate forecasting.

Use these fields together rather than interpreting one value in isolation.

For example, a forecasted-late project becomes much easier to investigate when you can see both its planned Due Date and current Forecasted End Date.

Question it answers: Which projects are expected to reach their planned due date this month?

This widget includes projects whose due date falls within the current month while excluding completed or cancelled projects.

Use it to understand near-term delivery commitments.

This can be particularly helpful at the beginning of the month when teams are planning:

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

Avg Project Duration uses projects in the Done category.

Project duration uses the working days configured at the workspace level.

Use this metric as a historical delivery benchmark rather than a measure of currently active projects.

For example, a Professional Services leader might use average duration to understand whether implementation timelines generally align with planning expectations.

Note: Because duration uses workspace working-day configuration, interpret the metric using your organization's configured working schedule rather than assuming calendar days.

Project drilldowns can include Cash Value.

Cash Value is the value stored on the project and may be populated:

Use Cash Value as additional project context when your organization uses it in portfolio reviews.

For example, a delivery leader might use it to understand whether forecasted-late projects represent a particularly important portion of the portfolio.

Important: Cash Value represents the value stored on the project. Its business meaning depends on how your organization uses that field, so it should not automatically be interpreted as recognized revenue.

Summary metrics answer:

How much?

Charts help answer:

Where?

The project drilldown helps answer:

Which projects?

Projects Overview drilldowns can include fields such as:

Every drilldown column header is sortable A → Z or Z → A.

For definitions of the individual fields, see the GUIDEreports drilldown field reference.

The following is an illustrative Professional Services scenario.

A delivery leader is preparing for a weekly onboarding portfolio review.

Their question is:

Which projects need intervention, and which risks can we address before they become late?

They check Total Active Projects to understand how much project work the team is currently managing.

They use Active Projects by Status and Active Projects by RAG Status to see how the active portfolio is distributed.

They compare:

Late Projects identifies problems that already exist.

Projects Forecasted Late identifies work that may become a problem if nothing changes.

They check Projects Due This Month to understand which delivery deadlines are approaching.

For the projects that need attention, they review fields such as:

Now the meeting can move from:

“We have several projects at risk.”

to:

“These four projects are forecasted late, two are due this month, and these are the projects we should discuss first.”

That's the difference between reading the dashboard and using it to prioritize action.

These are suggested reporting practices rather than product requirements.

Use Late Projects to understand what is already late.

Use Projects Forecasted Late to identify risk before the planned completion date is missed.

Looking at both provides a more complete portfolio picture.

A risk count is more useful when you understand the size of the portfolio behind it.

Compare late, forecasted-late, or concerning RAG signals with your active-project population before drawing conclusions.

For Projects Overview, On Hold projects can remain included in applicable active-project calculations such as Total Active Projects.

Do not assume the same active-population rules used by task reporting apply here.

The purpose of forecast information is to give you an earlier signal.

If you only review projects once they become Late, you lose the opportunity to investigate the risk while there may still be time to adjust the plan.

Project duration is based on your workspace working days.

Keep that configuration in mind when comparing average duration with manually calculated calendar-day timelines.

A RAG status can help identify which projects deserve investigation.

Review the underlying project context before deciding what caused the health signal or what action is needed.

A workspace-wide portfolio can combine different:

Narrow the report before comparing results when those differences matter to your decision.

For Total Active Projects, projects in these categories are excluded:

On Hold projects are included.

Other widgets may use their own built-in scope, so check the widget definition when comparing metrics.

For a complete widget reference, see the GUIDEreports widget library.

Yes.

On Hold projects remain included in Total Active Projects.

This differs from some task-focused active metrics, which can exclude tasks belonging to On Hold projects.

No.

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

Late Projects identifies projects whose current project status category is Late.

Projects Forecasted Late identifies ongoing projects expected to finish later than planned.

One represents a current condition. The other is a forward-looking risk signal.

Yes.

That is the purpose of forecasting.

A project can be currently in progress and not yet Late while its forecast indicates that expected completion will fall behind the plan.

Forecasting widgets such as Projects Forecasted Late exclude Done, Cancelled, and Pending projects.

Because On Hold is not one of those exclusions, it can remain in the qualifying population.

Avg Project Duration uses completed projects and reports project duration using the working days configured at the workspace level.

Use it as a historical benchmark for completed project delivery.

No.

Project duration uses the working days configured for the workspace.

Cash Value is the value stored on the project.

It may be populated manually or through automation depending on your configuration.

How your organization interprets that field depends on your business process.

Widgets can have different built-in calculations.

For example:

Check the specific widget definition before assuming the totals should match.

Yes.

Use the available GUIDEreports filters to narrow the report.

You can also combine filters such as customer, custom fields, project status, tags, or dates.

For details, see Use GUIDEreports: Filters, drilldowns, sorting, and navigation.

If the widget supports a drilldown, hover over it.

When your cursor changes to a pointer hand, select the widget to open the underlying project records.

See the GUIDEreports drilldown field reference for definitions of the fields you may see.

First, check whether filters can narrow the Standard report to the portfolio you need.

If not, you can build a custom GUIDEreport using available widgets.