What we shipped, in plain language.

The step that exists to state what is really on the server was reading the hand-maintained frontend version rather than the one the release bot bumps on every merge. It now reports the authoritative version, and the frontend value separately, so any drift between them stays visible instead of silently misreporting the release.

Thirty-one lists across the Project System declared a filter and none of them applied one. Asking for a single project’s activities was accepted, ignored, and answered with the whole tenant — so the Schedule tab drew every project’s activities, and so did Cost, Procurement, Billing, Issues, Meetings and Revenue. Nothing errored, because an ignored filter looks exactly like an empty one.

The WBS tab only ever had a create path — no edit, no delete, no status change — and even Add was disabled once the project left draft. The backend had supported all of it since the module shipped; nothing reached it.

Every writable field is now editable, including the parent: moving an element re-numbers its sub-tree, and how many elements moved is reported back rather than left for the planner to discover. Nothing is gated by a greyed-out button — the rules live on the server and a refusal is shown verbatim, which is the whole reason it names what is in the way.

Delete needed a guard before it could be offered at all. Removing an element would have left posted cost, open commitments and captured time addressing a work package that no tree shows, because a soft delete does not fire the database’s own protections. Every reference into the element is now counted first, walking the relationships themselves so a new one is covered the day it is added.

Administrators: run setup_rbac after upgrading — the scheduling permission now means “may change the plan”, so re-check who holds it.

The cost plan had no screen either, so a plan line was uncreatable. Since a baseline copies its planned cost from the approved plan, that is why every project reported a budget at completion of ₹0 — and presented it as an answer.

The new Cost Plan tab carries plan versions, a line editor and approval; baselines now carry planned cost and record which plan it came from; and earned value returns a stated absence with a reason where there is no plan, rather than a zero.

Until now the only way an activity could be created was the MS Project importer — which refuses a project that already has activities, so the first import was also the last, and a project created on screen could never have a network at all.

The new Network tab adds, edits and deletes activities and relationships beneath the Gantt. The Gantt itself stays read-only: the scheduling columns are engine-owned. Confirming what actually happened and changing the plan are now gated separately, so a technically complete project refuses new scope while still accepting the news that old scope finished. A tenant is no longer limited to one seeded calendar: a new Calendars page maintains them.

A reporting screen over every task in the tenant, with the grid and a pivot over the same rows, lead time and completion type derived consistently in one place, and an Excel export.

Work that was never on the plan can be recorded as such instead of being quietly appended to a project as though it had been scheduled, so the difference between what was planned and what actually happened survives into the report.

The administration screen’s token box was discarded on every save, so the column stayed empty and the push endpoint then refused every terminal because a device with no token cannot push. The ingestion path shipped in the Shift Rotation and Rostering release had never carried a punch, and nothing reported it — a device that never pushed and a device whose token was never stored look identical.

A blank token on an edit now means leave it alone, never clear it: the dialog cannot prefill a write-only value, so taken literally, correcting a terminal’s location would have silently revoked its credential and surfaced hours later as a missing shift. The last-seen timestamp is also stamped in the plant’s zone; it had been recorded five and a half hours in the future on Indian sites, which suppressed the silent-device alarm for the length of a shift.

Both ingestion paths resolve a punch to a row in a catalogue that no migration, command or fixture had ever populated — so on a fresh tenant every punch would have been rejected. It stayed invisible for as long as it existed because nothing had ever got far enough to reach the lookup. It is now seeded.

An unusable plant time zone also degraded silently to the system default. Every plant on two tenants was configured with a value that is not a real zone name. That fallback is right for a report, which should render rather than crash, and wrong for ingestion — a punch is a permanent fact, and storing one against a plant whose zone cannot be resolved means it can never afterwards be proved right. Ingestion now refuses by name.

Administrators: check that every plant’s time zone is a real zone name (for example Asia/Kolkata) before registering an agent.

The device-shaped push endpoint is promoted into an agent-shaped contract: a credential that is hashed rather than stored, a source transaction id with a database constraint behind it, a batch audit row, an employee mapping table, and a rejection that is kept rather than counted.

A rejection is a row carrying the whole original payload. That is what makes the agent’s checkpoint honest: it may move past a punch we refused only because we are holding it. Counting and discarding forces the agent either to stall on one bad row or to lose it. Held punches appear on a worklist with Replay, Ignore and Add mapping.

A punch travels as plant-local wall clock plus a named zone. A timestamp carrying its own offset is refused, and a declared zone that disagrees with the plant refuses the whole batch and stores nothing — converting would move every punch onto the wrong roster day and nothing downstream would report it. The zones are compared by resolved offset rather than by spelling, and probed twice in the year, so two zones that agree in one season and diverge in the other are caught now rather than in June.

A credential rotation keeps the previous secret alive for seven days, because revoking on rotation means the agent is dead from the button press until somebody has driven to the site. A repeated batch returns the stored result and re-processes nothing. An enrolment number gets reissued, so the employee mapping is date-effective — without that window a leaver’s punches silently become a new joiner’s, retrospectively.

Nothing had ever triggered time evaluation. It was reachable only by a person pressing a button on a screen most tenants never open. Ingestion is deliberately inert — writing down a fact never derives a conclusion — so punches accumulated and no register, exception or overtime proposal was ever produced. A rolling three-day window is now re-derived on a schedule, per tenant.

A dead agent runs on a machine in the customer’s network that nobody here can log in to, and a monitoring screen only answers the question for whoever opens it — which nobody does on the day it matters. A daily sweep asks across every tenant and mails the result. A tenant that is behind on its upgrade is reported as such with its fix, rather than mailed as “agent down” twice a day until people stop reading.

A new Time › Integrations screen carries the silent-agent banner, status, credential rotation, the held-punch worklist, batch history and the employee mappings. On production the evaluation runs every six hours, which assumes nothing about a customer’s shift times and derives a conventional night shift within fifteen minutes of it ending.

Extraction returns the currency as a three-letter code and nothing ever mapped it to a currency record, so posting failed outright. The code is now resolved, and the posting path walks a ladder of authority — document, purchase order, vendor master, company — refusing by name rather than quietly defaulting.

The tax code picker offered every configuration in the tenant: roughly 300 codes across eleven companies in both directions under near-identical labels, and picking another company’s code reached for an input-tax account that was never configured there. Both pickers now scope to the company and to input tax, the invoice’s company is the vendor’s company rather than the first one in the tenant, and a mismatched code is refused by name before the generic accounting error appears.

Exceptions could not be worked at all: an active vendor was compared against a status spelling no tenant stores, so every active vendor raised a vendor mismatch nobody could ever clear, and a document in exception could never be re-validated.

Clicking the exceptions cell now opens a correction dialog that edits the data and the GL coding in place and re-validates, resolving only the exceptions whose check actually passes. What gates correcting is the accounting record, not the approval step — an invoice can sit approved with exceptions open, and refusing to correct it there was the dead end. Re-checking a late correction does not demote a document an approver has already signed.

Simulate shows the journal the invoice would post, through the same engine the manual invoice screen uses. The invoice is built in memory and saved separately, so the preview is produced by the code that does the posting and cannot drift from it — and the preview’s blockers are the posting’s refusals, in the same words.

The vendor’s balance was computed as the total of the aging buckets. That answers what is open and how old is it, not what is this vendor’s balance, and the two agree only while the ledger holds nothing the buckets cannot see: an opening balance is not a transaction, an invoice with no due date is skipped outright, an unallocated payment or advance has no bucket at all, and a posted adjustment note that reduced the payable in the general ledger was invisible in the balance.

Separately, the statement’s running balance left TDS out, so the card and the last row of the grid disagreed by exactly the tax withheld.

Both now accumulate opening plus credits less debits less TDS, so the card and the bottom of the statement are the same figure by construction. The buckets stay what they always were: an aging of what is still open.

A negative closing balance is now possible and correct — it is a vendor sitting in advance, which a bucket total could not express. The KPI row reconciles too: TDS, debit-note and credit-note cards appear when non-zero, and Total Payment counts payments and advances rather than every debit.

Administrators: rebuild_vendor_ledger_balances recomputes the stored values per tenant, reporting by default. On one tenant it corrected 53 closing balances, 33 of which revealed vendor advances nobody could see.

The approvals list exempted administrators and handed them every approval in the system. The dashboard count and the tasks sidebar both read that list, so an administrator saw other people’s approvals presented as their own work and could only find out otherwise by pressing Approve and being refused. Maker-checker working correctly looked like a broken permission.

The queue is now scoped to the caller for everyone. Organisation-wide oversight is not lost — it lives on the workflow instances screen, which is what the administration page actually reads. Every row now also states whether you may act on it, and Approve, Reject and Return are disabled with a tooltip saying why when you may not.

Approval authority in this engine is maker-checker: only the person an approval is assigned to may act on it, and whoever submitted the document is excluded from being resolved as its approver. Delegation offered two ways around that, both now closed by one shared rule.

• The delegate action rewrote the assignment with no checks at all, so anyone who could load an approval could route it to themselves and then approve it. It now refuses a non-holder, a self-delegation, and delegating to the submitter.
• A standing delegation was never checked against the submitter, so a delegation pointing at the person who raised the document handed the approval straight back to them at assignment time. Such a delegation is now dropped with a warning and the approval stays with the original approver, who is a valid checker.

The money columns are renamed to plain Debit and Credit, with Debit placed first, in the reading order of a statement.

The single combined foreign-currency column becomes two. It held whichever side had a value, so it could not say which way a document moved the balance without the reader looking across at the rupee columns. Both sides are now real fields, which is also what keeps the Excel export right.

Columns can be picked, dragged and resized, and the result saved as a named layout, set as your default, reset or deleted. Every such choice previously died with the page.

The control is now one button rather than a name field beside a button: its label is the layout in force and its menu carries the picker above the actions. It sits in the tab strip, so it costs no vertical space at all. The same control is applied to the Tasks worksheet, which keeps its unsaved-edits guard.

Two different documents were being written under one label: a debit note from the vendor, which increases the payable, and a debit note we raise on the vendor, which reduces it. The ledger chose its branch from the label, so an AP debit note took the payable branch, found nothing on the side it looked at, and stored an outstanding amount of zero.

That failed every “is anything open” test in the product, so a posted note with its journal already in the ledger could not be seen, aged or settled anywhere — absent from the vendor open items, from the ledger’s Outstanding tab and from the payment screen.

The side the amount actually sits on now decides, everywhere the label used to stand in for it: the ledger row, the aging buckets, open items, outstanding invoices and the four payable figures on the AP dashboard. No closing balance moves.

An invoice’s paid status was decided from allocations and adjustments but not TDS — the third thing that settles a vendor invoice. Paying the whole of what was actually owed on an invoice with tax withheld still stamped it partially paid, while the outstanding amount stored underneath it was correctly zero.

Only the label was wrong, which is why worklists behaved correctly throughout. A repair command re-stamps the invoices already recorded — 174 on one tenant.

The payment screen was fed by a list of invoices and had no concept of a credit, so an unadjusted advance or a posted adjustment note was money already with the vendor that the screen could warn about but not use. Ticking a credit now applies it: the invoices are relieved by the credits and the cash together, and the bank sends the difference.

Credits are applied first, inside the payment’s own transaction. Doing it after the cash leg would let the payment clear an amount the credit had already taken — the exact double payment the warning exists to prevent. The acknowledgement now counts only credits left unapplied, so applying one no longer also demands a tick saying you meant not to.

An adjustment note is not an advance, and that difference is why it needed its own path. An advance sits in Advance to Vendors and applying it reclassifies the payable; a posted AP note has already debited Trade Payables, so applying it must post no journal at all — anything else relieves the payable twice. A note application is therefore a matching record, and a note is not available at all until it is posted.

Three separate errors in the journal writer, each of them fatal, meant the posting had never once completed: the currency was assigned as a plain code where the ledger expects a currency record, the reference was written to a field that does not exist, and the journal lines were created against the wrong field name and without their line numbers.

All three are fixed, the entry’s total is set from the debit side rather than left at zero, and the lines are numbered debits first so the entry reads the way it would be written by hand. Verified end to end on a real run: a balanced journal in the right period, with its posting log recorded.

Three production deploys reported success over a checkout that never moved: a stale local edit made the code update abort, the pipeline carried on regardless, ran the database upgrade against the old code, restarted every service and printed “updated” — a line that was never conditional on the update having worked. Four releases, including a security fix, sat undeployed with no signal anywhere.

The step now refuses instead of silently skipping: a failing command fails the stage, a modified tracked file is a named failure with the file list and the remedy, the checkout must be on the release branch, a diverged checkout is refused rather than quietly merged, and the deployed commit is asserted against the release afterwards. The closing summary now reads the deployed commit and version back off the server instead of asserting what the pipeline intended.