Forms, Reports and Graphs Guide

This guide covers everything on the Report Menu, and it comes in two parts.

Part A is the reports about your work — tabular views, cards, charts, timelines and the Gantt Report, with the filters, grouping and inline editing that go with them.

Part B is the four Editable Reports that configure the product itself: what the picklists offer, which fields sit on which form, and how the Core Form is laid out. They sit on the same menu because they are reports; they are documented here because they are also the only place that configuration is done.

Contents

Part A — Reports and graphs

1. How to access reports
2. Report categories
3. Tagging rows into reports — the Show In field
4. Special reports
5. Common report features
6. Where report data comes from
7. Publishing to the Cloud Dashboard
8. Tips
9. Troubleshooting

Part B — Configuring the product through the Editable Reports

10. The two rules that decide everything
11. Where configuration lives
12. Picklists and tagging
13. Dynamic forms (FOCD)
14. The Core Form
15. What is configurable, by product

Appendix A — Picklist reference A–Z

Part A — Reports and Graphs

1. How to Access Reports

Choose Main Menu > Reports to open the Reports menu. It is organised into five menus:

Most reports offer search, filtering, sorting and export. Reports can be published to the Timebars Cloud Dashboard with one click.

If you are looking for a report you remember by name, several that used to be separate menu items are now reached from inside another report:

Looking for	It is now
Items Overdue, Milestone Horizon	tick-box filters inside the Task Tabular Report, and on the Gantt Schedule View header (reached from the Main Menu, not the Report Menu)
Project Charter, Project Assessment	embedded on Project cards in Detail Cards
Portfolio Status and Balancing	embedded per portfolio in Portfolio Detail Report
Editable Grids / Data Management Grids	removed — each store now has its own report, see Configuration reports below

2. Report Categories

General Reports

General Tabular View

• Comprehensive data table displaying all projects, tasks, milestones, and allocations
• Powerful search, filter, and sort capabilities across all fields
• Multiple column presets available:
  • Default Fields: Essential project information
  • Common Fields: Frequently accessed metadata
  • Notes & Descriptions: Detailed project narratives
  • Allocation Fields: Resource assignment details
  • KPI Fields: Key performance indicators
  • Variance Fields: Baseline comparison metrics
  • Investment Fields: Strategic alignment (Costbars)
  • Project Charter Fields: Comprehensive investment analysis
• Export to Excel/CSV with one click
• Color-coded rows by type (Portfolio, Project, Task, Milestone)
• Click any row to open the edit form

General Card View

• Visual card layout showing projects and tasks
• Each card displays health indicators, status, priority, and key metadata
• Expandable sections for descriptions and notes
• Filter and search across all visible cards
• Color-coded by hierarchy level (Portfolio, Project, Sub-Project, Task)

Print WBS (Work Breakdown Structure)

• Professional WBS reports organized by hierarchy
• Shows parent-child relationships with indentation
• Includes WBS number, name, and description
• Copy and paste into markdown editors for sharing
• Export as documentation for project charters or scope baselines

All Drilldown (Portfolio Hierarchy)

• Interactive 5-tier hierarchy visualization
• Shows complete structure: Portfolio → Program → Project → Task/Milestone → Allocation
• Collapse and expand any level to focus on specific areas
• Color-coded levels for instant recognition
• Validates parent-child relationships and identifies orphaned items
• Export hierarchy as diagrams (Mermaid or GraphViz formats)

Portfolio Reports

PPM Tabular Report

• Strategic portfolio analysis with dual scoring dimensions
• Strategic Value (SV) Score: Alignment with organizational objectives
• Ability to Execute (AE) Score: Resource availability and capability
• Final Decision Score: Weighted combination for prioritization
• Weekly resource demand grid (32 weeks visibility)
• Investment category, objective, strategy, and initiative fields
• System-generated decision notes
• Search and filter by project selection criteria
• Export for portfolio review meetings

PPM Cards Report

• Card-based view of portfolio projects with visual indicators
• Expandable tabs for Benefits, Impact Analysis, and Notes
• Health dashboard with 7 dimensions
• Filter by investment category, status, priority

Drilldown from Portfolio

• Portfolio report with color hierarchy showing all levels
• Visual representation of portfolio structure
• Click to drill down into specific portfolios or programs
• Shows relationships between portfolios, programs, and projects

PPM Stop Light Report

• Visual health dashboard with color-coded status indicators
• Red/Yellow/Green indicators across all portfolio dimensions
• Quickly identify projects requiring attention
• Exception-based management view

Project Reports

Project Status

• High-level summary of all projects
• Green, yellow, and red health indicators
• Key metrics: schedule variance, cost variance, budget utilization
• Resource allocation status
• Risk and issue counts
• Escalation flags
• Sortable by any column
• Export for weekly status reporting

Project Core Report

• Command center for project data in customizable card layout
• 7-Dimension Health Dashboard: Overall, Scope, Schedule, Cost, Hours, Risk, Issues
• Expandable rich text sections: Executive summaries, descriptions, notes
• Inline editing: Update project fields without leaving the report
• Print-ready layouts for stakeholder distribution
• Real-time health monitoring
• Color-coded cards by project status

All Tabular

• One large table showing all columns and all rows available
• Complete dataset with every field in the system
• Advanced filtering across 100+ fields
• Export entire dataset to Excel or CSV
• Useful for comprehensive data analysis

Project Stop Light Report

• Individual project health metrics with color indicators
• Drill-down into specific performance areas
• Track trends over time
• Early warning system for project issues

Baseline Variance Report

• Compare actual performance against approved baselines
• Variance calculations for:
  • Start Date Variance (days early/late)
  • Finish Date Variance (days early/late)
  • Duration Variance (work days)
  • Work Variance (hours)
  • Cost Variance (budget units)
• Advanced filtering with operators (>, <, =, >=, <=)
• Filter by hierarchy level (L1-L5)
• Type, status, priority, owner filters
• Earned value analysis support

Project Charter Document

• Comprehensive investment analysis report
• Strategic alignment (category, objective, strategy, initiative)
• Risk and complexity scoring with automated calculations
• Financial metrics (cost, hours, ROI indicators)
• Baseline comparison metrics
• Health indicators (7 dimensions)
• Resource demand by role and project
• Timeline visualization
• Export to PDF for board presentations

Task Reports

The Task menu holds two reports over the same data. The Task Tabular Report is a table; the Gantt Report is the same table with a timescale beside it.

Task Tabular Report

• Every Task, Milestone and Gate across the whole hierarchy in one table
• Free text name search, plus picklist filters for Status, PM, Owner, State, Portfolio (L1) and Project (L2)
• L3 / L4 / L5 tick boxes decide how deep the table goes. L1 Portfolio and L2 Project rows are always shown; the three lower levels are opt-out
• Column-set picker — Default, Schedule Standard, Schedule Advanced, Notes, Variance, Risks & Issues, All Columns
• Inline editing — click a cell and type; picklist cells open a picker and save on the tap (see Direct Editing below)
• Two override tick boxes replace the retired Items Overdue and Milestone Horizon reports (see below)

Overdue and Milestone Horizon (the two override tick boxes)

These sit above the table on the Task Tabular Report, and on the header of the Gantt Schedule View (Main Menu). They are overrides: while one is ticked it replaces the L3/L4/L5 level filtering with its own result set. They are mutually exclusive — ticking one clears the other — and touching any level tick box clears both and returns you to the normal view.

Ticking Overdue on the Gantt Schedule View also switches the columns to the variance set, because the question you are about to ask is "by how much?". Un-ticking it puts the default columns back.

While either override is on, rows are banded by real hierarchy — Portfolio, Project and, where one genuinely exists, Sub-Project — so a long overdue list still reads as "whose is this?". A Task or Milestone with no Sub-Project sits directly under its Project band, and empty levels produce no placeholder band.

Gantt Report

A two-pane report: the filterable, editable table on the left, and the bars on a timescale on the right. Both panes always render the same filtered set, so what you see in the table is what you see on the timescale.

• Filter panel (collapsible): name search, Reset Filters, and picklists for Status, PM, Owner, State, Portfolio (L1) and Project (L2)
• L3 / L4 / L5 tick boxes at the foot of the panel — same rule as elsewhere, L1 and L2 always show
• Show In picklist along the top — narrows to rows tagged for one report (see Tagging Rows Into Reports below). It combines with everything else
• Columns picker and row spacing picker along the top
• Grouping By picklists — see the next section
• Inline editing throughout, including Predecessor on Task and Project rows
• L2 Project rows are emphasised: darker green band, larger bold name, and the project name drawn on the timescale itself
• Sort by clicking any column header; while grouping is on, the clicked column sorts the tasks inside each band rather than the whole list

The Overdue and Milestone Horizon tick boxes are deliberately not on the Gantt Report — they live on the Task Tabular Report and the Gantt Schedule View. The Gantt Report's job is the grouped structural view.

Grouping the Gantt Report

Set one or both Grouping By picklists and the Gantt Report stops being a flat hierarchy and reorganises the tasks under bands. The structure is:

L1 Portfolio                (real row)
  L2 Project                (real row)   ← grouping starts under L2
    ▸ Sub-Project           (light orange band, showing the Sub-Project name)
        ▸ Owner: Jane       (group band)
            task, task…
        ▸ Owner: Sam        (group band)
            task…
        ▸ Owner: Not Tagged (muted band)
            task…
    (if the project has no Sub-Projects, the group bands sit directly under L2)

Points worth knowing:

• The whole data set is grouped, not one project. Every Portfolio, and every Project under it, is drawn with its own bands. Filter to a single Project on the L2 picklist if you want to look at just one
• Two levels of grouping. Set the first picklist to group, set the second to sub-divide inside each of those bands. Leave either on No grouping to use fewer levels
• Nothing is ever hidden. Tasks with no value for the grouping field are collected under a Not Tagged band rather than dropped. Tasks whose parent was removed by a filter are still shown at the end
• Bands are labels, not bars. A band has no dates, so the right-hand pane draws a band across the row instead of a bar
• Allocations (L5) are not grouped — grouping works on Tasks, Milestones and Gates
• Inside a band, tasks are ordered by planned start until you click a column header

The dimensions on offer are Sched Status, Owner, WBS, Priority, Phase, Category, Department, Product, Weighting and Risk/Issue/CR. The list is a single configurable set — adding a dimension to it makes it appear in both grouping picklists at once, so the report can be extended without redesigning the panel.

Blank group bands? Grouping fields are usually tagged at Project level and left empty on the tasks below, which would put everything into Not Tagged. Recalculate All fixes this — see Grouping Fields Are Filled Down the Hierarchy below.

Resource Reports

Resource Usage

• Comprehensive resource demand visualization
• Multiple rollup options available
• Stacked bar charts showing allocation over time
• 32-week visibility window
• Identify over/under allocation patterns
• Forecast hiring needs
• Balance workloads across teams

Resource Usage Stacked Charts By:

• Resource Name: Individual allocation patterns
• Primary Role: Developer, Architect, PM, Tester, etc.
• Primary Skill: Technical skills distribution
• Location/Office: Geographic resource distribution
• Department: Organizational unit allocation
• Project: Project-based resource demand
• Initials: Condensed view for large teams

Resource Usage Detail Table

• Tabular view with 32-week visibility
• Weekly hours breakdown
• Resource metadata (location, role, skill, department)
• Sortable and exportable
• Supports capacity planning analysis

Shared Resource Pool

• Complete resource pool management view
• All resources in the tbResources store
• Shows all resources added by Administrator
• Typically managed via Spreadsheet integration
• Includes:
  • Skills, roles, and competencies
  • Department, location, organizational structure
  • Pay rates, cost codes, financial attributes
  • Availability calendars and capacity
  • Manager, team leader, reporting relationships
• Click any resource to open full resource form for updates
• Skills gap analysis support
• Organization chart maintenance

Which Generic resources count as supply

Generic resources are role placeholders — "Senior Developer", "Tester", "Project Manager" — and not all of them represent capacity you can plan work against. The rule the application uses everywhere is simple:

A Generic resource counts as supply only when its Quantity is greater than zero.

That one number is the switch, and it controls three things at once:

This makes the resource pool manager the gatekeeper. Roles that exist for reporting or org structure rather than delivery — governance boards, steering committees, management overhead — should be set to Quantity 0. They stay in the pool, stay reportable, and stop turning up in plans and capacity totals.

The practical consequence: if an AI-generated resource plan keeps proposing management roles you did not want, do not fight the prompt — set those Generic roles to Quantity 0 in the Shared Resource Pool and generate again. Equally, a delivery role sitting at Quantity 0 is invisible to planning, which is the usual reason a role you expected never appears.

See the How to Use Ask AI guide for the resource plan itself, and the Supply and Demand Grids User Guide for capacity analysis.

3. Tagging Rows Into Reports — the Show In Field

Several report sections are not built from a query at all. They show only the rows you have tagged for them, using the Show In field on the metadata form (picklist: Show In Reports). This is deliberate: an executive-facing section should show the five risks that matter, not all forty.

A row can carry more than one Show In value, so one Milestone can appear in a Project Charter and on a portfolio pack at the same time.

Which tag feeds which section

The Charter's risk and deliverable sections use the same two tags as the Portfolio Status and Balancing Report. Tag a risk Key Risks once and it appears in both — you do not tag the same row twice for two reports. Only the Charter's Resource Requirements section still uses the Project Charter tag, because allocations are charter-specific.

Hover the heading of any of these sections in the app and the tool-tip tells you which tag it reads.

If a section is empty

An empty section is almost always an untagged one, and each says so in place of its content — for example "No Key Risks for this project. Tag a Risk's Show In field with 'Key Risks' to display it here." To fix it:

1. Open the Risk, Task, Milestone or Allocation
2. Click its Show In field
3. Pick the value from the list

The change saves on the tap, and the report shows it on the next open.

Bulk tagging by spreadsheet

Tagging a whole portfolio one row at a time is slow. Export to the spreadsheet, fill the Show In column down, and sync back. Make sure your Tags sheet carries these three values in the Show In Reports group, or the picklist will not offer them:

• Project Charter
• Key Deliverables
• Key Risks

See the Forms, Reports and Graphs Guide for adding picklist values, and the Data Synchronization, Backup, Recovery and Retention Guide for the spreadsheet round trip.

4. Special Reports

Risk, Issue & Change Management Reports

Risks and Issues Report (Card View)

Risk Cards (Blue):

• Probability × Impact scoring matrix
• Automated risk score calculation
• Mitigation status and plans
• Escalation tracking
• Assign owners and track mitigation activities

Issue Cards (Red):

• Priority and severity classification
• Assignment and ownership
• Resolution tracking
• Impact assessment

Change Request Cards (Gradient Blue):

• Requestor and department
• Impact assessment (cost, hours, schedule)
• Benefits and justification
• Options analysis
• Version tracking

All cards support:

• Rich text editor for detailed descriptions
• Expandable sections for plans and strategies
• Filter by status, priority, owner
• Search across all text fields
• Export for audit trails

Risks and Issues Report (Tabular View)

• Same data as card view in table format
• Sortable columns
• Multi-row selection
• Bulk export capabilities

Timeline Visualizations

Horizontal Timeline Report

• Interactive timeline with draggable event cards
• Events positioned along horizontal date axis
• Persistent positioning (saved in browser)
• Filter and search by name, type, status
• Connector lines from timeline to event details
• Reset positions for fresh layouts

Vertical Timeline Report

• Similar to horizontal but oriented vertically
• Project chronologies and milestone sequences flow downward
• Milestone planning visualization
• Dependency relationships

Configuration Reports (Other menu)

Five reports that show the tables the application is configured from, rather than your project data. They are covered fully in the Forms, Reports and Graphs Guide; in outline:

Picklist Values

• Every value behind every picklist — 97 lists in the shipped data
• Filter to one picklist, then open a value on its form to edit it
• Add and delete values; locked values carry a padlock and cannot be renamed
• A picklist can never be emptied — the last value is renamed rather than deleted

Fields Values

• The fields placed on the dynamic FOCD forms, one row per field per form
• Add a field to a form, remove one, change its label, type and picklist
• Label, Top, Left and Width are edited directly in the grid — the only configuration columns that are

Schema Values

• The master field list every other configuration table joins to
• Read and update only — rows cannot be added or deleted, because a row here corresponds to a database index and a spreadsheet column

CoreReport Values

• The Core Form layout — which field sits in which section, at which level
• Read and update only

Config Integrity

• Checks the four configuration tables against each other and reports what does not resolve: orphaned field names, duplicate placements, picklists that are empty or referenced by nothing
• It never blocks and never repairs — it measures
• Run it after every spreadsheet import. Broken configuration references do not throw errors; a picker whose list has gone simply opens empty

5. Common Report Features

All reports in the system share these capabilities:

Search & Filter

• Free text search across names and descriptions
• Filter by hierarchy level (L1-L5)
• Filter by type (Portfolio, Project, Sub-Project, Task, Milestone, Allocation)
• Filter by status (Active, On Hold, Cancelled, Complete)
• Filter by priority (High, Medium, Low)
• Filter by owner (Resource names)
• Multiple filters can be combined

Data Export

• Excel: Full data export with formatting
• CSV: Raw data for external analysis
• Print: Print-ready layouts with proper page breaks
• Copy: Copy to clipboard for quick sharing

Visual Indicators

• Color Coding: By type, status, priority, health
• Health Indicators: Red/Yellow/Green status
• Icons: Visual markers for risks, issues, milestones
• Progress Bars: Completion percentage visualization

Direct Editing

Not every grid is editable, and the difference is deliberate.

The configuration reports work that way because every one of their columns carries a rule — a name that must exist elsewhere, a list that must not be emptied — and enforcing those rules in two places would let the two drift apart. The exception is the four layout columns on Fields Values, which are plain numbers and edit in the grid.

Edits save as you go. There is no separate Save step, and no need to switch screens.

Editing Predecessors in a Grid

Predecessor is editable in the grids, but not on every row, and the list you are offered depends on what you clicked:

The picker shows each candidate's ID and name, with long names trimmed to fit — hover a row to read the full name. Picking a row stores the ID as the predecessor while showing you the name, so you never have to look an ID up.

The current row is always left out of its own list, so a bar can never be made its own predecessor.

Unlike the other picklists, this one is live: it is built from your actual bars at the moment you click, not from a stored list of values. Create a task and it is immediately available as a predecessor.

Grouping Fields Are Filled Down the Hierarchy

Most people tag a project once — one Department, one Product, one PM — and leave the tasks below it blank. Grouping and filtering would then be nearly useless: every task would land in the Not Tagged band.

Recalculate All solves this. As part of the recalculation, empty grouping fields inherit the value of their nearest tagged ancestor, all the way down the hierarchy: Portfolio → Project → Sub-Project → Task → Allocation. Tag a project as Finance and every task beneath it groups and filters as Finance without you touching one of them.

The fields filled down are:

Three rules make this safe to run as often as you like:

1. A value you typed is never overwritten. Only empty fields are filled. A task tagged to a different department than its project keeps its own value
2. Blank means blank in every form — an empty cell, spaces, or a stray "null" left behind by a spreadsheet import are all treated as empty and get filled
3. Gaps in the hierarchy are skipped. A task sitting directly under a project with no sub-project between them inherits from that project

Run it from Right click on Canvas > Recalculate All, or any Recalculate All button, including the one on the Reports page. Do it after a spreadsheet import and before you rely on grouped or filtered output.

Not every field that you can group by is filled down. A field is filled down only where inheriting the parent's value is genuinely meaningful — Status and Priority, for instance, belong to the individual task, so they are left alone and blanks show as Not Tagged.

Report Persistence

• Last viewed report is remembered
• Filter settings saved per report
• Return to your exact view next session

6. Where Report Data Comes From

Reports read the browser database. Two stores do most of the work:

• tbMdJoined — the cached join of bars and metadata that nearly every tabular and card report reads. It is rebuilt by Recalculate All, which is why a report showing stale numbers is usually a report that needs a recalculation, not a bug.
• tbResCalcs2 — the weekly resource demand figures behind the resource charts and grids. Rebuilt separately from Recalculate All.

Baseline variance reads tbBaseline, and the resource reports read tbResources. The stores themselves are documented in the Data Synchronization, Backup, Recovery and Retention Guide.

7. Publishing to the Cloud Dashboard

One-Click Publishing: All reports can be published to the Timebars Cloud Dashboard:

• No configuration required
• Customize graph types and filter data sets
• Share with stakeholders via secure links
• Access from any device with internet connection
• Real-time updates when you publish new data

Learn more in the Cloud Publishing Guide.

8. Tips

1. Recalculate before grouping. Run Recalculate All after any spreadsheet import, so grouping fields are filled down before you group or filter on them
2. Tag once, report twice. Key Risks and Key Deliverables feed both the Project Charter and the Portfolio Status and Balancing Report — tag a row once and it appears in both
3. Keep Generic quantities honest. Quantity 0 on management-only roles keeps them out of resource plans and capacity totals
4. Check the level tick boxes first when a report looks empty. L4 off means no tasks
5. Run Config Integrity after every import, not only when something looks wrong

9. Troubleshooting

Report is Empty or Shows No Data:

• Check that you have data loaded in the application
• Verify filters are not excluding all results
• Click "Reset Filters" to clear all filter settings
• Check the L3 / L4 / L5 tick boxes — if L4 is off, no tasks are shown
• Check the Show In picklist is not narrowed to a tag nothing carries

A Report Section Says "No Key Risks" / "No Key Deliverables":

• The section is tag-driven, not a query — nothing is tagged for it yet
• Open the row, click its Show In field, and pick the value the message names. See Tagging Rows Into Reports above

Everything Lands in the "Not Tagged" Band:

• The grouping field is set on the project but empty on the tasks below
• Run Recalculate All to fill grouping fields down the hierarchy, then re-open the report. See Grouping Fields Are Filled Down the Hierarchy

The Overdue / Milestone Horizon Tick Box Keeps Switching Off:

• That is by design. They are overrides — ticking one clears the other, and touching any L3/L4/L5 tick box clears both and returns the normal view

A Generic Role Never Appears in a Resource Plan or Supply Grid:

• Its Quantity is 0. Only Generic resources with Quantity greater than zero count as supply — see Which Generic resources count as supply above

A cell will not accept an edit:

• Not every column is editable, and the difference is deliberate — see Direct Editing
• On the configuration reports the grid is read-only by design; the form does the editing
• System fields such as Type and Hierarchy Order are read-only everywhere

Part B — Configuring the Product Through the Editable Reports

Four reports on Report Menu → Other are not reports about your projects at all: they are where the product itself is configured — what the dropdowns say, which fields sit on which form, and how the Core Form is laid out. They are called the Editable Reports, and a fifth report checks that they still agree with each other.

Everything in this part used to live in a separate Configurable Data guide. It is here because the reports are the configuration interface — there is nothing to describe separately from them.

10. The Two Rules That Decide Everything

Almost every question in this guide — can I change this? where do I change it? — is answered by two rules.

Rule 1: the app edits what is purely data; it does not edit what is also code

An internal field name such as tbMDStatus is not just a label. The same string is a column heading in the workbook, an index in the browser database, and a literal in the application source. The app cannot rewrite the source, so it will not let you rewrite the name.

That single idea decides every "can I edit this?" in the product:

Rule 2: the grid finds the row, the form edits it

On all four Editable Reports the grid is read-only. You filter and sort to find the row you want, then open it on its form to change it.

There is one deliberate exception: four layout columns on Fields Values — Label, Top, Left, Width — stay editable in the grid, because positioning a field means comparing its numbers against its neighbours', and that is exactly what a grid is good at.

A companion rule follows from Rule 1: names that reach code are picked from a list, never typed. Every cross-table reference is a picklist sourced from the table that owns the name. The one place free typing is allowed is a new picklist name on the Picklist Values form — because a new picklist has to start somewhere.

11. Where Configuration Lives

The four Editable Reports, and the validator

All five are on Report Menu → Other. The first four are the Editable Reports — the places you change how the product is configured. The fifth checks their work.

Schema Values and CoreReport Values have no Add and no Delete. A Schema row corresponds to a database index and a spreadsheet column, neither of which the app can create; a CoreReport row places a field that must already exist.

Schema is the spine

The four configuration tables are not independent lists. Schema is the master field list, and everything else names a field in it.

                         ┌──────────────────────────┐
                         │          Schema          │   the master field list
                         └────┬──────────┬──────────┘
        ┌─────────────────────┤          ├─────────────────────┐
        ▼                     ▼          ▼                     ▼
  Picklist Values      Fields Values   CoreReport Values   OpenProject
  "Drives Field"          dfName        tbCRFieldName       mappings

A name that does not resolve does not throw an error. A write addressed to a row that is not there is a silent no-op, and a picker whose picklist has gone simply opens with no rows in it. Nothing turns red. That is why the fifth report exists.

Config Integrity — run it after every spreadsheet import

An import replaces whole tables. Rename a field on one sheet and not another, delete a row three tables still point at, empty a picklist — none of it announces itself. Config Integrity measures it: it checks that every field name resolves, that placements are unique, that dfType and dfPicklist agree, that no picklist is down to its last value or referenced by nothing.

It never blocks and never repairs. Bad data must not stop the tool opening, and a fix belongs where the value is owned — which is usually the spreadsheet.

Make it a step in your import routine, immediately after the import.

Every write is stamped and trimmed

Two housekeeping behaviours worth knowing:

• Every change made in the app stamps that store's Last Modified column with the date, in DD-MMM-YYYY.
• Values are trimmed on write, and every comparison trims both sides. A trailing space typed into a name cannot create an invisible mismatch.

12. Picklists and Tagging

The two kinds of picklist

This is the single most important thing in this section, and the most common source of wasted effort.

1. A tag-backed picklist. The values are rows in the Tags table sharing one picklist name. You maintain them — add, edit, remove, reorder. Most picklists in the product are this kind.

2. A live people-picker. The field names a person, so its list is not stored anywhere — it is read live from the Resource Pool (Human rows in Resources) every time the picker opens. There are no tag values to maintain, and adding some would achieve nothing.

If a field names a person, maintain the Resource Pool, not the Tags table.

The fifteen people-picker fields:

This list is growing. Fields move from tag-backed lists to the live pool over time, because a person's name kept in two places drifts. tbMDResponsibleTeam is deliberately not here — it names a team, and stays a tag-backed picklist.

Changing what a picklist offers

Report Menu → Other → Picklist Values.

1. Filter the Picklist column to the list you want.
2. Click the edit icon on a row to open it on the form. Change the name, short name, sort order, purpose or owner. It saves as you go — there is no separate Save step.
3. Add puts a new value into whichever picklist is currently filtered — so filter first; the button asks you to if you have not. Then open the new row on the form to name it.
4. Delete removes the value from the list. Any record already holding that value keeps it; the value simply stops being offered from now on.

Remember Rule 2: the grid itself is read-only here. It is how you find the value; the form is where you change it.

The same values live on the Tags worksheet, and a spreadsheet import replaces them wholesale. Both routes are valid. Use the app for a handful of values, the workbook for a wholesale revision.

Giving a field a picklist

A field opens a picklist because a Tags row points at it — not because of anything in the code.

Set a value's Drives Field to the field you want, and that value's Picklist becomes that field's list.

Two constraints:

• A picklist name must not contain a hyphen. Forms encode the name as the last segment of a hyphen-separated key, so a hyphen splits it in the wrong place and the picker opens empty. This has bitten before: Part-time Full-time had to become Parttime Fulltime.
• A picklist cannot be empty. See below.

The never-empty rule

A picklist exists only as the set of rows carrying its name. Delete the last one and the picklist itself is gone — leaving a field whose picker opens with nothing in it and no way to put anything back.

So the app refuses. Deleting the last value in a picklist renames it to Not Assessed instead. The picklist survives with one neutral value in it, and the value you wanted rid of stops being offered. If you would rather remove it outright, add a replacement first.

Locked values and the padlock

Some values are read by the application itself. A schedule status of Late is not just a word on a bar — it selects a colour. A budget band of 301K to 1000K is what a portfolio score is calculated from. Rename one and nothing warns you: the comparison simply stops matching and the result quietly becomes wrong.

Those values carry a padlock in Picklist Values. On a locked row:

The picklist name is locked as well as the value, because renaming a picklist detaches every value in it from its field — that breaks a whole list, not one entry.

You may still add your own values to any locked picklist. Only the specific values the code names are fixed. Section 4 lists them, and they are marked in bold in the A–Z reference.

13. Dynamic Forms (FOCD)

FOCD — Forms on Cached Data — lets you add and remove fields on the product's built-in forms without writing code. The number of forms is fixed; what goes on them is yours.

The seven forms

What a Fields row holds

Report Menu → Other → Fields Values. One row is one field on one form.

Other 1 and Other 2 are load-bearing despite their names. Other 1 decides where the field's value is stored and Other 2 whether the user can type into it. Other 3 and Other 5 are unused and are left blank on a new row.

The five field types:

The label is deliberately per-form

A field's official label lives once, in Schema, and is what the field is called everywhere by default. The Label on a Fields row overrides it for that one form — and that is not an inconsistency to be tidied away, it is the point.

The person configuring a form decides what the field should be called in that context, in whatever language the team using the form actually speaks. The same underlying field can read differently on each form it appears on:

Roughly forty of the shipped Fields rows carry a label that differs from the official one for exactly this reason. Leave it blank and the official label is used; fill it in whenever the form's context calls for different wording. It is a decision for the administrator and the users of that form to make together, and nothing else in the product is affected by it.

The Core Form works the other way. Its captions are derived from the official Schema label and cannot be overridden per placement — see The Core Form. The per-form override is a FOCD feature only.

WithPicklist is one word. The old guidance said "With Picklist" with a space; a field configured that way does not open a picklist. You no longer have to remember this — the type is picked from a list.

Adding, changing and removing fields

• Add is scoped to the form you are filtered to, because "which form" cannot be guessed. The new row lands below everything already on that form and inherits its neighbours' left, width and target store. Name is left empty — an invented field name is exactly the broken reference these rules exist to prevent — and the form opens straight onto it for you to pick one.
• Type and Picklist move together. Choosing a picklist sets the type to WithPicklist; choosing any other type clears the picklist. They cannot disagree.
• Delete warns you in the two cases whose consequence is not visible in the row: deleting a Band row removes the form's heading, and deleting the last row leaves the form empty.

Positioning fields

Two ways, and they suit different jobs.

In the grid — Label, Coord Top, Coord Left and Width are inline-editable, the only four columns on any configuration report that are. Use this when laying out a whole form, where the point is comparing one field's numbers against its neighbours'.

On the form itself — the blue icons at the top of a FOCD form move fields directly. The second icon moves one field at a time, the third moves several at once; dotted outlines show what is movable. Drag, then click the blue square to save. Use this for fine-tuning.

Rich text

Rich text fields use Tiptap. (Earlier documentation referred to Quill, which was replaced.) Whether a field is a rich text editor is set by its type here, and for the Core Form by a list in the application — see The Core Form.

14. The Core Form

The Core Form is the large collapsible form that shows a bar's full metadata, grouped under business headings — Essential Facts, Progress & Health, Charter, Investment Alignment and so on. It is the form a PM spends most time in.

It is configured from a different table than the FOCD forms. FOCD forms are built from the Fields table (section 5); the Core Form is built from the CoreReport table. They share nothing but the Schema field list underneath them, so a change to one never affects the other.

Everything below is about the Core Form and the CoreReport table.

There are two ways to change the Core Form: in the application, one row at a time, and in the spreadsheet, in bulk. They edit exactly the same data — the CoreReport table — so use whichever suits the job.

In the application

Report Menu > Other > CoreReport Values. One row is one field placed on one section of the form. Filter to the section or field you want, then click the edit icon to open the row on its form.

Two things you will notice are read-only, and hovering them explains why:

• Label is derived. It always holds the field's own label from the Schema table, and changing it there updates every placement at once. Change a caption in Schema Values, not here.
• Section Key is written for you when you choose a Section Name. It has to match a section the form actually draws, so it is never typed.

Rows cannot be added or deleted in this report — a CoreReport row places a field that must already exist, and adding placements is a spreadsheet job.

tbCRForm is now vestigial. Every row is v2; version 1 of the Core Form is dead at runtime.

In the spreadsheet

Almost everything about how the Core Form looks is held in the CoreReport sheet, not in the code, and takes effect the next time you import the sheet and reopen the form. Each row is one field on the form. tbCRSection says which section it appears in, so moving a field from Essential Facts to Other Metadata is a matter of changing that one cell — nothing in the code names a field's section. tbCRID decides the running order: fields are drawn in ascending tbCRID within their section, so to move a field you give it a number that falls where you want it to sit. tbCRNoOfColumns is how many columns wide the field is (1 is a normal field, 2 is half a four-column row, 4 is the full row), and it applies to rich text editors exactly as it does to plain fields — an editor set to 2 sits beside its neighbour instead of taking a row of its own. A field behaves the same wherever you put it: width is the field's own, from the sheet, while how many columns a section is divided into belongs to the section, so moving a field into a different section does not drag a column count in with it. Every section is four columns wide, and a width larger than that is capped at the full row, so a stray value in the sheet costs you a wide field rather than a broken one. tbCRLabel is the caption shown above the field — but it is derived from the field's label in Schema and rewritten whenever that changes, so set the caption there rather than here. tbCRSectionName is the heading printed above the section. The five tbCRPortfolio … tbCRAllocation columns decide, per hierarchy level, whether the field appears at all: show means show, anything else means hide. Set tbCRForm to v2 on every row, or the form will not see it. (Every row is v2 now — v1 is dead at runtime — so this column is vestigial, but a blank still hides the row.)

A few things are not in the sheet, because it has no column for them. Whether a field is a rich text editor comes from RICH_TEXT_FORM_FIELDS in scripts/focd/dfmain.js — that one list also drives how the field renders in the tabular reports and the Gantt grid, so adding a field there changes it everywhere at once. Whether a field is a date picker comes from its Type being Date on the master field list, and whether it is read-only or forced onto a new row comes from scripts/reports/coreFormV2Fields.js. Which picklist a field opens is data of a different kind: add or point a tbTags row's tbTagTbInternalName at the field and its tbTagGroup becomes that field's list, with no code change — except for people-pickers such as Owner or Sponsor, which always read the live resource pool and are listed in PEOPLE_PICKER_FIELDS in scripts/reports/editableCells.js. Finally, the Investment Alignment and Benefits & Financial Value sections are hidden outside Costbars regardless of what the sheet says; that rule is HIDDEN_BY_PRODUCT in scripts/reports/coreFormV2.js, and when it fires it says so in the browser console.

Where each thing lives

Two things that will bite you

tbCRID is unique. The store enforces it, and an import that leaves two rows sharing a number is rejected part-way through. The safe way to reorder a section is to reuse the numbers that section already has, dealt out in the new order — then nothing outside the section moves and no number can clash with another section.

A field must be known in two other places or it will look broken rather than missing. If it has no entry in CFV2_FIELDS the form skips it and logs a warning to the console. If it is absent from the join's field list in scripts/tbdatabaseasync.js it draws as an empty box that accepts what you type and then shows blank again when you reopen the form — the field saved correctly, but the form cannot read it back. If a field you added to the sheet behaves that way, that list is the first place to look.

15. What Is Configurable, by Product

A summary of what can be tailored. All three products share one build, so anything marked as common applies everywhere.

Common to all three

Scheduling and calendar

• Report Date — the "as-of" date every progress calculation is measured against
• Timescale start and finish, weekly vs. monthly view, zoom level
• Working calendar exceptions and holidays (AdminPanel sheet, rows 6–100)

Canvas display

• Dark / light theme; bar row spacing; hierarchy level filter (L1–L5)
• Show or hide: completed bars, baseline bars, ghost bars, dependency lines, hierarchy connector lines
• Show or hide Risk, Issue and Change Request bars

Metadata and tagging

• The full metadata field set, and the picklist behind any dropdown (section 3)
• Rich-text business case sections
• Custom sort order per item

Forms

• Which fields appear on which FOCD form, their labels, tooltips, picklists, position, width and read-only state (section 5)
• The Core Form's sections, field order, widths and per-level visibility (section 6)

Status and health

• All automation thresholds, via apMetadataRules (section 7)

Data

• Full JSON backup and restore; per-store export; baseline snapshots

Licence (display only, not user-editable after install)

• Licensed organisation, expiry date, bar and project limits

Agilebars

• Five-lane Kanban — Backlog, Will Do, Doing, Finalizing, Done — with automatic percent-complete mapping per lane
• Card content as text or as a bar chart
• Progress measured against the Report Date or against today (apMPO)
• Fixed-sizing mode, where hours never change when a bar is dragged
• Sprint name per task; multiple boards; burndown chart
• Hierarchy is L2 and L4 only — L1, L3 and L5 are hidden by product

Timebars

• Full five-level hierarchy, drag-to-schedule with working-day calculations
• Resource pool: role, skill, department, manager, location, team leader
• Work calendar and general availability percentage per resource
• Resources per line, and pixels-per-person display scaling
• Weekly and monthly demand views by name, role, skill, location and department
• Baseline snapshots and overlay

Costbars

• PPM tabular, card and scorecard views; demand grids
• Prioritisation and scoring configuration
• Investment category, objective, strategy and initiative classification
• ROM estimate, estimation class, size and weighting
• Optional financial scoring: NPV, IRR, payback period, economic value added, benefit-cost ratio
• Risk vs. Size and Complexity assessment

Appendix A — Picklist Reference A–Z

97 picklists, 608 values. Every picklist in the product, with the field it drives, its purpose, and its values in sort order.

Values in bold are locked - the code compares against that exact text (144 of them). See Values the Code Depends On in the Data Model and Scheduling Engine Guide.

This reference is generated from the live data by tools/buildPicklistReference.py. Run that rather than editing entries here; hand-editing is how the previous version came to list twelve picklists that no longer existed.

Picklists named after a person are absent by design - those fields read the Resource Pool live and have no values to list. See The two kinds of picklist in section 12.

Approval State - tbMDState

Workflow Life-cycle tag

Values: Spawned, Awaiting Input, Requested Approval, Awaiting Approval, Approved, Awaiting Review

Every value in this picklist is locked. Add your own freely; do not rename these.

Benefit Cost Ratio - tbMDBenefitCostRatio

Financial scoring value used at the project level.

Values: > 5:1, 3:1 - 5:1, 2:1 - 3:1, 1.5:1 - 2:1, 1:1 - 1.5:1, Not Assessed

Every value in this picklist is locked. Add your own freely; do not rename these.

Benefit Owner - tbMDBenefitOwner

Values for the tbMDBenefitOwner field

Values: HR, Finance, Engineering, Shareholders

Benefit Type - tbMDBenefitType

Values for the tbMDBenefitType field

Values: Financial, Cost Avoidance, Non-Financial

Billing Type - tbMDBillingType

Mainly Used in CR's and Tasks

Values: Billable, Non Billable, Not Assessed

Budget Estimate - tbMDROMEstimate

Fixed ranges for sizing a project budget

Values: 0 to 100K, 101K to 300K, 301K to 1000K, 1001K to 5000K, 5000K Plus

Every value in this picklist is locked. Add your own freely; do not rename these.

Budget Fiscal Year - tbMDBudgetFiscalYear

Values for the tbMDBudgetFiscalYear field

Values: FY2026, FY2027, FY2028

Calendar - tbResResourceCalendar

Workday hours, used cor calculating wok on an Allocation

Values: 4, 7.5, 8, 24

Closure Reason - tbMDClosureReason

Values for the tbMDClosureReason field

Values: Completed, Cancelled, Deferred

Cost Center - tbMDCostCenter

Values for the tbMDCostCenter field

Values: CC-1000 Operations, CC-2000 Technology, CC-3000 Corporate

Cost Code - tbResCostCode

Custom Cost Code Metadata for reporting costs, mainly used at Task or Allocation level

Values: A26, B44, C99, D11, E11, E112

Cost Type - tbCostType

Cost Type Metadata to separate costs e.g. Software, Equipment . Mainly used at Task or Allocation level

Values: Equipment, Hardware, Software

CR Category - tbMDCategoryCR

Metadata to categorize Change Requests. Used at Task level if Sub-Type is CR

Values: Field, Engineerng, Equipment, Product, Defect

Cross Team Collaboration - tbPASCrossTeamCollaboration

Helps determine the Project Asessment Score.

Values: Single team, 2-3 teams, 4-6 teams, 7-10 teams, Many teams/departments

Currency - tbMDCurrencyCode

Values for the tbMDCurrencyCode field

Values: CAD, USD, EUR

Department - tbMDDepartment

Task or Allocation Level tagging identifying what department is responsible

Values: Sales and Marketing, Operations, Finance, Procurement, Business Development, Research and Development, Engineering

Domain Experience - tbPASDomainExperience

Helps determine the Project Asessment Score.

Values: Extensive experience, Good experience, Some experience, Limited experience, New domain

Escalation Level - tbMDEscalationLevel

Metadata to support the Excalation process, mainly for Projects but can be used at any level.

Values: Executives, Directors, Project Office, Not Assessed

Estimation Class - tbMDEstimationClass

Project Tagging for the quality of the Estimate

Values: SWAG, Based on History, Resource Driven

Every value in this picklist is locked. Add your own freely; do not rename these.

Executive Commitment - tbMDSeniorLevelCommitment

Project Tagging for degree of management commitment.

Values: Full, Strong, Moderate, Limited, Not Clear, Not Assessed

Every value in this picklist is locked. Add your own freely; do not rename these.

External Integrations - tbPASExternalIntegrations

Helps determine the Project Asessment Score.

Values: None, 1-2 simple integrations, 3-5 moderate integrations, 5+ complex integrations, Many critical integrations

ExtSystemResID - tbResExtSystemResID

Use to tie into or integrate other systems in the organization

Values: 456M23, 456M24

Funding Source - tbMDFundingSource

Values for the tbMDFundingSource field

Values: Capex, Opex, Client Funded

Gate - tbMDGate

Project Level tagging identifying a project gating process

Values: 1 Approved to Design, 2 Approved to Develop, 3 Approved to Implement, Not Applicable

Health Cost - tbMDHealthCost

Core Health Indicators mainly used at Portfolio and Project and Sub-Project/Work Pckage Level

Values: Green, Yellow, Not Assessed, Red

Health Hours - tbMDHealthHours

Core Health Indicators mainly used at Portfolio and Project and Sub-Project/Work Pckage Level

Values: Green, Yellow, Not Assessed, Red

Health Issues - tbMDHealthIssues

Core Health Indicators mainly used at Portfolio and Project and Sub-Project/Work Pckage Level

Values: Green, Yellow, Not Assessed, Red

Health Overall - tbMDHealthOverall

Core Health Indicators mainly used at Portfolio and Project and Sub-Project/Work Pckage Level

Values: Green, Yellow, Not Assessed, Red

Health Risk - tbMDHealthRisk

Core Health Indicators mainly used at Portfolio and Project and Sub-Project/Work Pckage Level

Values: Green, Yellow, Not Assessed, Red

Health Schedule - tbMDHealthSchedule

Core Health Indicators mainly used at Portfolio and Project and Sub-Project/Work Pckage Level

Values: Green, Yellow, Not Assessed, Red

Health Scope - tbMDHealthScope

Core Health Indicators mainly used at Portfolio and Project and Sub-Project/Work Pckage Level

Values: Green, Yellow, Not Assessed, Red

Internal Rate of Return - tbMDInternalRateOfReturn

Tagging financial values at project level.

Values: > 50%, 25% - 50%, 15% - 25%, 5% - 15%, < 5%, Not Assessed

Every value in this picklist is locked. Add your own freely; do not rename these.

Investment Category - tbMDInvestmentCategory

Project Portfolio Balancing – Product/System Focus

Values: Not Assessed, Business Systems, Our Core Products, Productivity Tools, Innovation, Digital Transformation, Infrastructure and Security, Data and Analytics

Investment Initiative - tbMDInvestmentInitiative

Project Portfolio Balancing – Capability Building

Values: Not Assessed, Strengthen Cybersecurity Infrastructure, Build AI/ML Capabilities, Faster response to new business opportunities, Improve employee skills, Improve product reliability, Improve productivity with Agile Teams, Source Cloud services for our Core products, Support modern digital workplace

Investment Objective - tbMDInvestmentObjective

Project Portfolio Balancing – Business Impact

Values: Not Assessed, Grow the Business, Run the Business, Modernize the Business, Transform the Business

Investment Strategy - tbMDInvestmentStrategy

Project Portfolio Balancing – Specific Business Goals

Values: Not Assessed, Attract and retain the best people, Improve our core products, Ensure compliance, Accelerate Time-to-Market, Improve customer service, Build Recurring Revenue Streams, Increase share of market, Reduce waste, Drive Contract Renewals, Server more customers

Issue Category - tbMDIssueCategory

Metadata to categorize Issues. Used at Task level if Sub-Type is Issue

Values: Product, Procurement, Construction, Technical, Schedule

Labour Type - tbResLabourType

Type of Resource Generic, Human or other

Values: Generic, Human, Other

Location - tbResLocation

Where is resource located

Values: Edmonton, Halifax, Ottawa

Manager - tbResManager

The Resources Manager

Values: George Bush, John Cougar, Sally Res, Rich Delment, Mitsy Meta, Manny Fact, Marg Ting, Ron Hay, Ron Scope, Al League, Sally Sail, Joe Purch

Market Timing - tbPASMarketTiming

Helps determine the Project Asessment Score.

Values: Perfect timing, Good timing, Acceptable timing, Challenging timing, Poor timing

Mitigation Status - tbMDMitigationStatus

Identify the status if onging mitigation for a Risk

Values: Identified, Assessed, Mitigation Planned, In Progress, Mitigated, Under Review, Accepted, Transferred, Escalated, Closed, Deferred

Net Present Value - tbMDNetPresentValue

Tagging financial values at project level.

Values: > $5M, $1M - $5M, $250K - $1M, $50K - $250K, < $50K, Not Assessed

Every value in this picklist is locked. Add your own freely; do not rename these.

Parttime Fulltime - tbResPartTimeFullTime

Is the Resource Full time employee or part time

Values: Full Time, Part Time

Every value in this picklist is locked. Add your own freely; do not rename these.

Payback Period - tbMDPaybackPeriod

Set financial values at the Project Level

Values: < 1 year**, **1 - 2 years**, **2 - 3 years**, **3 - 5 years**, **> 5 years, Not Assessed

Every value in this picklist is locked. Add your own freely; do not rename these.

Percent Available - tbResPercentGeneralAvailability

Default Percent Available for the allocation.

Values: 10, 25, 50, 75, 100

PercentTimeAllocated - tbPercentTimeOn

Can be used to override the percent allocated on the Allocation

Values: 10, 25, 50, 75, 100

Phase - tbMDPhase

High-level Phase of Project or Program

Values: Closing, Executing, Initiating, Planning

Popular - tbTagPopular

Groups tags so commonly used ones surface first

Values: General, NewBars, NewBarsNo, OpenProject Integration, PPM, Project Management, Resource Management, Risks and Issues Management, StdTasks

Portfolios - tbMDPortfolio

Optional field to tag a project with another Portfolio Scheme

Values: Building Services, Business Support Systems, Core Product Delivery, IT Platform, R&D New Technology

Primary LOB - tbMDPrimaryLineOfBusiness

Optional field to tag a project with a Business Owner

Values: Business Development, Business Technology Solutions, Corporate Affairs, Engineering and Product Delivery, Human Resources, Research and Development

Primary Role - tbResPrimaryRole

Set role for resource demand calculations

Values: Executive Sponsor, Director, Manager, Department Head, Project Manager, Vendor Manager, R&D, Innovation Manager, Engineer, Solution Architecture, Developer, Software Engineer, DevOps Engineer, Database Administrator, UX/UI Designer, Graphic Designer, Technical Writer, Test Automation, Tester, Risk Manager, Network Administrator, Financial Analyst, HR SME, Finance SME, Marketing Manager, Sales Manager, RF Engineer, Field Service Technician, NOC Technician

Primary Skill - tbResPrimarySkill

Tag resources for resource for skill visibility

Values: IT Architecture, Testing, Testing Software, Design, Design - Mechanical, Project Management, Procurement, Catch All Skill, na, Leadership, Management, Strategic Planning, Business Analysis, Stakeholder Management, Client Relationship Management, Vendor Management, Contract Management, Product Management, Innovation, Change Management, Solution Architecture, Siebel CRM Development, Cloud Computing, DevOps, Database Administration, Data Analytics, Artificial Intelligence, Robotics, UX/UI Design, Technical Writing, Document Management, Quality Assurance, Network Security, Risk Management, IT Operations, Incident Management, Network Administration, Network Operations (NOC), Customer Support, Training & Development, Human Resources, Financial Analysis, Facilities Management, Communication, Marketing, Sales, RF Engineering, Field Services, Site Acquisition, Design - UI, Testing Hardware, Java Development, JavaScript / Web Development, Python Development

Product - tbMDProduct

If this timebar is for creating a product, use this tag for reporting by Product

Values: Access Point, Analyzers, Antenna, Billing System, CEP, Customer Solution, DM System, Hot spot, Hot Spot, HR System, NA, Network, SAP System, Secure Cloud System, Security System, Ticketing system, Tools, VNS System, WIFI System

Program Activity Alignment (PAA) - tbMDProgActivityAlignment

GOC Field for tracking programs.

Values: 1 1 1 1 Sub-Sub-Program: Banks support of One-Benefit distribution, 1 1 1 2 Sub-Sub-Program: Tax System changes to suit new One-Benefit., 1 1 1 Sub-Program: One Canada wide monthly payment to each Canadian, 1 1 Program: Common One-Benefit service for all Canadians, Taxes, Food

Programs - tbMDProgram

Optional field to tag a project to a Program for Program Reporting

Values: Building and Office Modernization, Business Continuity Management Program, Centralized Billing and Receivables, Continuous Improvement Transformation, Continuous Internal Delivery Enablement, Core Operations Program, Digital Workplace - Transformation

Project Assessment Status - tbPASStatus

Helps determine the Project Asessment Score.

Values: Draft, Completed, Approved, Rejected, On Hold

Project Assessment Type - tbPASProjectType

Helps determine the Project Asessment Score.

Values: Incremental Improvement, Enhancement, New Feature, New Product, Breakthrough Innovation

Project Category - tbMDCategory

Metadata to categorize bars at all leveles, Projects, Tasks etc.

Values: SW Upgrade, Business System Configuration, HW Upgrade, Cloud Service New or Upgrade, HW, SW System Upgrade, New Ground to Cloud Service, Not Assessed, New HW, SW System, Upgrade Ground to Cloud Service, Not Applicable

Project Similarity - tbPASProjectSimilarity

Helps determine the Project Asessment Score.

Values: Very Similar, Somewhat Similar, Moderately Different, Quite Different, Completely New

RandIStage - tbMDStageRIC

Controlling Risk and Issue life-cycle workflow

Values: 1 Proposed, 2 Triaged, 3 Prioritized, 4 Assigned, 5 Solving, 6 Mitigating, 7 Closed

RandIState - tbMDStateRIC

Workflow Life-cycle tag

Values: Awaiting Input, Awaiting Approval, Approved, Awaiting Review

RandIStatus - tbMDStatusRIC

Timebar Task, Issue, Risk or CR Status.

Values: Managing, Concerned, Critical, Completed

Regulatory Approvals - tbPASRegulatoryApprovals

Helps determine the Project Asessment Score.

Values: None required, Internal approvals, Industry standards, Government approvals, Multiple regulatory bodies

Resource Class - tbResResourceClass

Resource Class External, Seasonal etc

Values: External, Permanent, Seasonal

Resource Department - tbResDepartment

Resource belongs to what department

Values: Finance, Field Operations, Information Technology, Legal Compliance, Engineering, Management

Resource Type - tbResResourceType

Resource type equipment, labour, material etc.

Values: Equipment, Labour, Material

Responsible Team - tbMDResponsibleTeam

Project Tagging

Values: Product Engineering, Business Analysis, Information Technology, IT Operations, Accounting, Corporate Communications, Finance, Procurement, Procurement & Vendor Mgmt, Design, Documentation, Executive Leadership, Facilities, Field Operations, Human Resources, Marketing, Product & Innovation, Product Management, Project Delivery, Quality Assurance, Sales, Security & Risk, Software Engineering, Solutions Engineering, Strategy & Innovation

Risk Category - tbMDRiskCategory

Metadata to categorize Issues. Used at Task level if Sub-Type is Risk

Values: Schedule, Financial, Operational, Technical, Organizational

Risk Impact - tbMDImpact

Tagging risks for the risk score result

Values: Very Low, Low, Medium, High, Very High, Not Assessed

Risk Probability - tbMDProbability

Tagging risks for the risk score result

Values: Very Unlikely, Unlikely, Likely, Very Likely, Certain, Not Assessed

Every value in this picklist is locked. Add your own freely; do not rename these.

Risk Vs Size - tbMDRiskVsSizeAndComplexity

Supports bubble charts

Values: Not Assessed, 41-50 Complex but Manageable, 0-10 Very Small and Simple, 51-60 Significant Complexity, 11-20 Small and Straightforward, 61-70 Large and Complex, 21-30 Medium with Some Complexity, 71-80 Very Large and Complex, 31-40 Large with Moderate Complexity, 81-90 Highly Complex and Risky, 91-100 Extremely Complex and Risky

Every value in this picklist is locked. Add your own freely; do not rename these.

Schedule Status - tbMDHealth

For Reporting Color indicators

Values: Completed, Early, Late, On schedule, Slipping, Not Assessed, Blocked

Every value in this picklist is locked. Add your own freely; do not rename these.

Severity - tbMDSeverity

Indicates how severe a priority item is, in terms of impact

Values: Critical, Important, Normal

Show In Reports - tbMDShowIn

Manly used at Task, Issue, Risk, CR levels to ensure the bar shows in specific system report

Values: Facility Schedule, Key Deliverables, Assembly Shop, Key Milestones, Key Risks, Project Charter

Size - tbMDSize

Project or Task Tagging

Values: Small, Medium, Large, Huge

Sponsoring Department - tbMDSponsoringDepartment

Project Tagging

Values: Finance, IT Department, Presidents Office, Communications Public Relations, Legal Compliance, Operations

Stage - tbMDStage

Controlling project life-cycle workflow

Values: 1 Proposed, 2 Triaged, 3 Prioritized, 4 Selected, 5 Assigned, 6 Delivering, 7 Delivered, 8 Closed

Stakeholder Count - tbPASStakeholderCount

Helps determine the Project Asessment Score.

Values: 1-5 stakeholders, 6-10 stakeholders, 11-20 stakeholders, 21-50 stakeholders, Over 50 stakeholders

Strategic Priority - tbMDPriorityStrategic

Project Tagging

Values: High, Low, Medium

SubType - tbSubType

Task, Risk, Issue or Other. Determines Blue bar sub type

Values: Issue, Other, Risk, Task, CR

Supervisor - tbResSupervisor

Resources supervisor, not Manager

Values: John Hammond, Nora Antenna, Jim Key, Sam Backhaul, Helen Hunt, Lena Spectrum

Task Category - tbMDCategoryTask

Categorises a Task, kept separate from the Project-level Category

Values: Engineering, Purchasing, Assembly, Construction, Operate

Task Status - tbMDStatusTask

Status of a Task, kept separate from the Timebar Status picklist

Values: Not Started, Started, Late, Not Assessed

tbType - tbMDTypes

System Internal element that defines the bar type. E.g. Task, Project etc.

Values: Portfolio, Project, Sub-Project, Milestone, Task, Allocation

tbTypeInternal - tbType

System Internal element that defines the bar type. E.g. Task, Project etc.

Values: Portfolio, Project, Sub-Project, Task, Milestone, Allocation

Team Leader - tbResTeamLeader

Resource or person tagging

Values: France Finney, Mack Engineer, Chris Java, Kai Pipeline, Mike Side, Jack Top, App Team, CRM Team, Desktop Team

Team Size - tbPASTeamSize

Helps determine the Project Asessment Score.

Values: 1-3 people, 4-8 people, 9-15 people, 16-30 people, Over 30 people

Team Tech Experience - tbPASTeamTechExperience

Helps determine the Project Asessment Score.

Values: Expert level, Advanced, Intermediate, Basic, No experience

Technology Novelty - tbPASTechnologyNovelty

Helps determine the Project Asessment Score.

Values: Proven/Mature, Established, Emerging, Cutting-edge, Experimental

Test Status - tbMDTestStatus

Values for the tbMDTestStatus field

Values: Not Started, In Progress, Passed

Timebar Priority - tbMDPriority

Set timebar priority

Values: High, Immediate, Low, Normal, Not Assessed

Timebar Status - tbMDStatus

Mandatory values for enabling reporting.

Values: In progress, New, Rejected, Closed, On Hold, Blocked

Type Of Initiative - tbMDProjectType

Project Type Tagging for Portfolio Balancing

Values: Mandatory Compliance, Maintenance Operational, Growth Enhancement, External Contract Delivery, Internal Delivery

Value Stream - tbMDValueStream

Values for the tbMDValueStream field

Values: Customer Experience, Operations, Technology Platform

Vendor Dependencies - tbPASVendorDependencies

Helps determine the Project Asessment Score.

Values: No vendors, 1 reliable vendor, 2-3 known vendors, Multiple/new vendors, Critical unknown vendors

YesNo - tbMDYesNo

for tagging a time bar for true or false on unknown

Values: No, Yes, NA

Related Help Topics

• Data Synchronization, Backup, Recovery and Retention Guide - Import/export data for bulk editing
• Cloud Publishing Guide - Publish reports to the cloud
• User Interface Guide - Navigate the application
• Data Synchronization, Backup, Recovery and Retention Guide - Understand the data model