What is Projects?

That project is no longer there.

That column is not on this project’s board.

That card is not on this project’s board.

A card in {from} cannot move to {to} on this board. That move is not part of this project’s workflow.

Moving a card from {from} to {to} needs a permission you do not have. Ask someone who can sign it off.

Choose planning, active, on hold, done or cancelled.

A project cannot end before it starts.

Give a date as year-month-day, for example 2026-09-15.

A board needs at least one column. Without one there is nowhere to put the work, and this project’s tasks would still exist in everybody’s own list with no board to see them on.

That column still has {phaseId} cards in it. Move them first — nothing here will relocate them for you and quietly lose where you had put them.

Give the column a name.

That person is not in this account.

This account is still being brought up to date for project teams. Nothing has been saved — try again in a few minutes.

Choose the teams from the list.

One of the teams chosen is no longer there. Nothing has been saved, not even the others — reopen the project and choose again.

Projects belong to a company account.

That work cycle is not on this project.

Give the work cycle a name.

Give the work cycle a start and an end date. Without both it is a label rather than a window, and nothing can say what was delivered inside it.

This work cycle would end on {endsOn}, before it starts on {startsOn}.

This project does not start until {projectStartsOn}, so no work can be scheduled from {startsOn}. Move the work cycle later, or bring the project’s start date forward.

This project ends on {projectEndsOn}, so it has no time left for work running to {endsOn}. Move the work cycle earlier, or push the project’s end date out.

This work cycle is already {state}, so it cannot be started again.

This work cycle has not been started, so there is nothing to close. Delete it instead if it is not going to run.

“{name}” has been closed. What it delivered was recorded at the moment it closed and cannot be changed, or every report already read from it would change too.

This card is already in “{taskId}”. Take it out of that work cycle first — a card in two at once is counted twice in both.

An estimate must be a whole number of points, zero or more. “{points}” is not one.

That approved plan is not on this project.

This project has no end date and has promised nothing, so there is no plan to approve yet. Set an end date or add a milestone first.

No average is shown, because this company has chosen not to show one — and the cycles below are different lengths, so one number would hide that. Every cycle’s figures are listed instead.

An average here covers the last {need} closed work cycles and this project has {have}. Averaging the ones that exist would be a different figure under this one’s name, so each cycle’s own numbers are listed below instead.

A work cycle is between 1 and {max} days long, counting both the first day and the last. “{sprintLengthDays}” is not a length it can have.

An average covers between 1 and {max} closed work cycles, or 0 for no average at all. “{velocityWindowSprints}” is none of those.

An estimate scale is a list of whole numbers above zero, up to {max} of them, and “{pointScale}” is not one. The sizes it offers are a shared vocabulary rather than a rule — an estimate that is not on the scale is still accepted.

A plan cannot be worked out yet: this company’s database is missing the fields that hold a card’s start date and length, so there is nothing to add up. The longest run of cards that must happen one after another is shown instead, counted in cards and not in days.

“{task}” waits for “{dependsOn}”, which waits — through other cards — for “{task}” again. Neither could ever start, so no plan can be worked out. Take one of the links out.

This company’s country settings do not say which days are the weekend, so working days cannot be counted and no dates can be worked out. Set the country in the company settings.

The country settings mark all seven days as weekend, so there is no working day to plan on. Correct the weekend days in the company settings.

“{value}” is not a date. Use a calendar date such as 2026-09-30.

The dates on this plan are too far apart to count the working days between them. Check whether a year has been typed wrongly.

This project has more than {limit} cards on its plan, which is more than can be worked out in one go. Split it into smaller projects.

A milestone is a moment, so it has no length. Either clear the length or untick milestone.

A card cannot take less than no time. Use zero for a milestone.

“{linkType}” is not a kind of link. A card can wait for another to finish before it starts, to start before it starts, to finish before it finishes, or to start before it finishes.

That would put this card inside itself. Choose a different card to put it under.

Cards can be nested {limit} deep and this would go further. Move it further up first.

The card you chose to put this one under is not on this project.

No card on this project waits for another one yet, so there is no order to work out. Link a card to what it is waiting for and this fills in.

These cards wait for each other in a circle, so none of them could ever start and no order can be worked out. Take one of the links out.

The plan that was approved had no dates in it, so there is nothing to measure today’s dates against. Set the project’s dates and approve the plan again.

That milestone is not on this project.

Give the milestone a name.

Give the milestone a date. Without one it is a heading rather than something the project has promised, and nothing can tell you whether it has been missed.

This project does not start until {startsOn}, so it cannot promise anything on {dueOn}. Move the milestone later, or bring the project’s start date forward.

This project ends on {endsOn}, so it has no time left to deliver anything on {dueOn}. Move the milestone earlier, or push the project’s end date out.

A card cannot wait for itself.

That would put {dependsOnTaskId} cards in a circle, each waiting for the next, so none of them could ever start. Take one of the existing links out first.

This project has more than {dependsOnTaskId} links between its cards, which is too many to check. Break the work into smaller projects.

This project has no start and end date, so there is nothing to measure its progress against. Set both to see how much time is left.

This project has not promised anything yet, so there is no share of it to report. Add a milestone and this becomes the share of them that has been met.

Nothing on this board is marked as finished work, so there is no way to say what share of it is done. Tick “this column is finished work” on one of the columns.

This account cannot record time against a project yet, so there are no hours to show. Ask your administrator to bring the system up to date.

Nothing in this account records what a project cost. Ledger entries, material issues and hourly rates are not tied to a project, so any figure here would be made up.

Only part of this project’s spending can be traced, so no total is shown — a figure missing the rest would read as the whole and make the project look cheaper than it is.

That issue type is not on this project.