Where every project stands on hours, no spreadsheet
Most small agencies run on a Monday spreadsheet. Somebody exports hours, pastes them next to the budget, turns a few cells red, and sends it around. It takes an hour to build, it is stale by Wednesday, and it only answers the questions whoever built it thought to ask.
The reports page in SB Project Management now answers those questions directly. It grew from three widgets into five tabs, and every tab honors the same filters: project, client, team, or person. The filters live in the URL, so whatever you are looking at is a link you can paste into a message and someone else will open the same view.
Here is what each tab is for, and what it needs from you.
Overview: the state of the work
The strip across the top is the five-second answer: open tasks, overdue tasks, completed, on-time percentage, and median cycle time. Under it sits throughput by week, a project health table, and on-time rate and cycle time broken out by project.
Cycle time is the number most small teams never measure and should. Throughput tells you how much work left the building; cycle time tells you how long a task sat there before it did. When clients start saying things feel slow, one of those two numbers usually moved first, and the by-project breakdown tells you where.
Budget: are we still inside the hours we sold?
This is the tab people open first. For a project linked to SB Time Tracker, the Budget tab puts budget hours next to hours actually logged, draws a burn bar, and flags the project when logged hours pass the budget. No exporting, no pasting, no color-coding by hand.
Underneath is estimate accuracy: every task carrying an estimate, compared against the hours logged to it, rolled up three ways. By project, so you can see which kind of work you consistently underprice. By person, so you can see who estimates optimistically and coach it rather than absorb it. By task, so the outliers are named instead of averaged away.
Estimate accuracy is uncomfortable reading the first month. That is the point. A shop whose estimates come in low on the same type of engagement every single time does not have an execution problem, it has a pricing problem, and the two look identical until somebody separates them.
People: who is actually overloaded
Every person has a weekly capacity, set on the People page, defaulting to 40 hours. The workload view compares the open work assigned to someone against that number and shows a load ratio. Over 100 percent means more than a week of work is already queued for them.
Set real capacities rather than leaving everyone at the default. A part-timer at 20 hours, a lead who spends half the week in sales at 20, an implementer at 40. Once those are honest, the load ratios stop being decoration and start being the reason you move a task before Thursday instead of after it.
The same tab carries on-time rate and cycle time per person. Read it as a workload signal, not a scoreboard: the person with the worst on-time rate is very often the person carrying the load ratio above 100 percent.
Clients: one row per client
Client work is the unit that actually renews, and the Clients tab reports on it that way. One row per client, showing active projects, open and overdue tasks, budget and logged hours, and a lifetime on-time rate.
It is a useful thing to have open before a renewal call, and a very useful thing to have open before you agree to take on more work for a client who is already quietly over on hours.
Overdue: the list you can act on today
Every open task past its due date, sortable by how late it is, who owns it, and priority. There is a CSV download that matches whatever filters you have on screen, so "everything overdue for this client" is two clicks and an attachment rather than a morning.
What needs Time Tracker, and what does not
Being straight about the seams: budget versus logged hours, and estimate accuracy, need the project linked to SB Time Tracker. That is where hours are recorded, so that is where those numbers come from. If a project is not linked, those cards are empty for it.
Everything else stands on its own. Project health, throughput, workload against capacity, on-time rate, cycle time, the client rollup, and the overdue list all work with Project Management alone.
One more boundary worth naming: these reports are hours only. Project Management shows no money at all. Rates, margins, and profitability live in SB Time Tracker, on purpose, because that is where cost rates and billable rates are configured. Reporting revenue in two places is how two places end up disagreeing.
It is one seat, not an add-on
There is no reporting tier here. Both apps are part of the same $14 per seat / month, every app included, along with SB CRM. Nothing on this page is gated behind a plan, and there are no usage fees for running a report or exporting a CSV.
If you are already on SB Assistant, the reports page has the new tabs waiting for you, and the fastest way to make Budget useful is to link a project to Time Tracker and set the capacities on your People page. If you are not, start free: 30 days, no credit card, all three apps.
Product notes like this one explain when to reach for something. For the dated list of what shipped, the Project Management changelog is the place.