Delivery health has more than one dimension
Project Analytics combines progress, sprint history, task timing, specialist workload and, when enabled by the operating model, hours and commercial data. Project pulse adds collaboration evidence that status fields alone cannot express.
The purpose is not to produce one reassuring score. Use the panels together to locate the task, sprint, specialist or collaboration pattern that needs attention.
Completion, open work, team and periods summarize recorded project data. Open the relevant view to examine the tasks and people behind each number.
Know what each view answers
| Signal | Question it answers | Useful action |
|---|---|---|
| Project progress | How much planned work is complete? | Open the incomplete or overdue tasks behind the percentage |
| Sprint timeline | Where is delivery accelerating or slipping? | Inspect the sprint and its dependent tasks |
| Task details | Which task creates the signal? | Open the task, owner, dates, status and Work Graph |
| Specialist workload | Is work concentrated or unbalanced? | Reassign work or confirm realistic availability |
| Hours and cost | Is tracked delivery following the operating model? | Review allocation, rate or invoice implications |
| Project pulse | How is this project going for its participants? | Look for repeated tension, not a single isolated response |
Read patterns before reacting
- 1Start with the project scope
Confirm the selected project, planning period and operating model so the numbers have the right boundary.
- 2Compare progress with time
A high completion rate late in the sprint is different from the same rate near the start.
- 3Open the underlying task
Use task detail to verify status, owner, dates, dependencies and collaboration evidence.
- 4Check workload distribution
A project can be on schedule while one specialist carries unsustainable concentration.
- 5Compare Pulse with delivery
Warm collaboration with slipping delivery suggests a planning problem; tension with on-time delivery may signal hidden sustainability risk.
- 6Make one accountable change
Update the task, owner, dependency, date or team conversation, then observe the next real signal.
Use Project pulse as collaboration evidence
- Pulse belongs to the work context where the experience occurred; it is not a public rating of a person.
- A single check-in is weak evidence. Read the score together with its response count and recency.
- Repeated cold or tense signals should trigger a calm conversation about blockers, clarity, workload or handoffs.
- Project feedback is subjective context, not evidence of an individual or team’s quality.
- Reasons and details are shared only when the author sends the prepared private message to an authorized project manager.
Examples of useful interpretation
| What you see | Possible meaning | What to do next |
|---|---|---|
| Many tasks in progress, few done | Work is fragmented or acceptance criteria are unclear | Reduce parallel work and review task outcomes |
| One specialist owns most planned hours | Workload and continuity risk are concentrated | Rebalance or add a second owner before delay appears |
| Repeated blocked tasks across sprints | The dependency model or handoff is failing | Open Work Graph and change the sequence or ownership |
| On-time delivery with colder Pulse | The team may be absorbing hidden coordination cost | Discuss workload, clarity and decision latency |
| Warm Pulse with overdue work | The issue may be scope, estimates or external dependency rather than conflict | Review dates, scope and blockers |
| Cost or hours rise faster than progress | The current plan may be inefficient or under-scoped | Inspect the responsible tasks before changing the project budget |