What we shipped, in plain language.

On a USD 1,00,000 advance, one tick of the sixth decimal moves the rupee value by ten paise — so the figure on the bank’s advice is simply not on that grid. Operators were inventing a rate to state an amount, and leaving a rate in the ledger that nobody had quoted.

A Value in company currency box on the advance form takes the bank’s own figure and derives the rate from it. There is still exactly one source for the rupee side; only which of the two it is changes. Leaving the box empty — the default, and every advance raised before this — derives the value from the rate, so no existing document behaves differently.

Three figures are refused: a rupee value on a home-currency payment, one implying a rate of exactly 1.000000, and one more than 10% away from the rate beside it — that is a figure in the wrong box, not a rounding correction.

Applying the advance apportions the stated amount rather than re-multiplying a rounded rate, so applying it in full gives back precisely what went out, and the reversal carries the stated value too. The rupee side of the journal is now a residual, as the foreign side always was — which also fixes a latent defect where an advance with a bank charge balanced exactly in dollars and was out by four paise in rupees.

Administrators: run batch_migrate --app fi_ap_core per tenant. No new permissions.

The two ends of the live notification channel spelled the tenant’s name differently, and sending to a channel nobody has joined is a silent no-op — so the bell simply never moved. There is now one definition of that name, shared by both ends.

Portal users, their projects and their access can now be administered from a screen rather than by hand, and the task worksheet’s change tracking was rewritten and covered by tests, so an edit is saved once and exactly as typed.

Employees, customer contacts and vendor contacts all talk in one project room. They are not admitted under one rule, and that asymmetry is deliberate: the employee roster is tenant-wide, so an employee is in every room, while an outsider is admitted to one. Flattening that would let one customer read another customer’s project conversation.

An outsider can talk, cannot widen the room, and never starts one. One place in the code decides who is in a room, and the REST API, the live socket and the customer portal all ask it — the portal reaching the same conversation through its own address, because a customer’s session is confined to the portal at the edge.

Nothing is written to the database from a socket frame.

The member list is the audience: whoever the member dialog shows, plus followers, the project manager and anyone mentioned. Notifying only people who had already opened a room was tried first, and left the first message in every room reaching nobody while the member dialog still listed them.

The bell merges a conversation into one row: one unread entry per room, updated in place and bumped to the top, cleared when the room is marked read. Keeping only mentions was tried first and was the wrong lever — the answer to fifty rows is to merge them, not to discard forty-nine conversations.

Browser and phone notifications arrive as exact complements: the page raises one while a window is visible and the service worker when none is, tagged per room so one project’s message cannot replace another’s in the tray.

Pulling timesheet hours into a project failed with a server error while the preview of the same pull worked, because the transfer reached for a definition through a module that does not re-export it.

The task edit screen gains a WBS element picker, and the task detail screen shows it. Where the signed-in user may not read the project structure the picker is disabled and the stored value is left alone rather than cleared on save.

The goods receipt printout carries additional document detail that previously had to be looked up on screen.

The sales order BOM list and detail show the structure’s level and its place under its parent, so a three-level explosion reads as one contiguous tree starting at its finished good rather than as an unordered list of structures.

A project can record the date it is expected to go live, and the project list and dashboard report against it.

The form has a guard that clears the selection when the customer or currency changes, so a choice made for one customer cannot leak into the next. On an edit screen the form mounts empty and the receipt loads a moment later — which the guard read as a change of customer, and it wiped the selection the loader had just restored.

The display was only half of it. The save then sent an empty allocation, which is taken as an instruction to delete the rows outright — so a save from the edit screen destroyed them, with nothing recording what the allocation had been, and the receipt afterwards settled the oldest open items in turn instead of the invoices the operator chose.

The loader now stamps the record’s own customer and currency before the guard sees them. The cross-customer protection is unchanged: changing customer or currency in edit mode still clears the selection.

A Gantt chart is a split pane, and the stylesheet for the splitter was never loaded, so both halves rendered full width and stacked — the chart landing on top of whatever followed it, and worse the more activities there were. The chart also sizes to its row count now, rather than leaving three bars above 300px of empty timeline.

Leaving the activity code empty now allocates one per project: multiples of ten, four digits, so 0015 can still be inserted by hand between 0010 and 0020. The maximum is read as a number, never as text, and a code that has been used and deleted is never reissued.

Three unlinked three-day activities with one person on all three all started on day one and asked that person for twelve hours a day against a capacity of eight. Nothing said so.

Capacity is now two separate acts. Conflicts are reported on every run and on page load; levelling moves work, and only when the project is set to. That choice is stored on the project and applied by one switch that schedules and saves — as a preview-then-commit pair a refresh lost it, and as a per-run flag the next plain run silently un-levelled the plan and restored an over-allocation nobody had chosen to accept.

Levelling adds real dependencies rather than just moving dates, so float and the critical chain stay meaningful; it never moves a pinned activity; and zero capacity on file means “nothing to compare”, never “no hours”.

Why nobody had ever seen an over-allocation: adding a person through Project People created their row with zero capacity, a rule meant for external contacts. Only external kinds are zeroed now, and capacity is editable for the first time, from a column on the Project People page. Existing employee rows already stored at zero are not repaired automatically — audit them.

Ties are the rule, not the exception — a journal puts every one of its legs on the same day by definition. On one tenant, 751 of 1,152 vendor rows, 2,320 of 2,637 customer rows and 31,638 of 32,888 GL lines share a posting date with a sibling.

Where the balance is accumulated in one order and the rows are shown in another, a run of credits appears to shrink the payable. The accumulation order is now stamped on each row and the Posting Date column sorts by it outright — which also settles the rows whose displayed date falls back to the document date.

Under any other sort the balance genuinely cannot chain, so it is greyed and italicised with a tooltip saying why. Greyed, not blanked: it is still that row’s own true balance. The Excel export cannot carry a tooltip, so it is always written in statement order with a header line saying the file does not follow the screen.

A balance accumulated in floating point lands a settled row a hair above zero rather than on it, which painted it as still owed. It is now compared against half a paisa.

Short Permission is counted in hours. Applying for it through the day-leave screen was written down as a day request, sent for approval, and refused only at the point of deduction — correct, and far too late: the request is a dead end whose only exits are Reject or Cancel, and the approver is told about a quota block that was never supposed to exist.

Nothing stopped it because the type appeared in the day-leave dropdown and neither day-granular entry path checked the unit. Both dropdowns now exclude hours types, and both entry paths refuse by name — naming the Permission screen rather than talking about quota blocks. The deduction-time refusal stays as the last rung, for a row written before this change.

A sales order BOM is one structure per manufactured material, not one per order line. Generating only the line’s own level left the fabric — two levels down, under the stitched garment and the cut panel — outside the order entirely, so nothing planned, costed or procured it.

The explosion now walks down through every manufactured component. A manufactured component with no structure behind it is reported, never swallowed, and an active BOM that happens to hold no components is named in a warnings list rather than producing an empty structure under a success message.

Two things that made this look broken when the walk was actually right: an order generated before multi-level explosion existed answered “already exists” and did nothing — Generate now fills in the missing sub-levels — and with all three levels present the list was ordered newest-first, so the sub-levels filled the first page and their finished good sat on page two. A tree is now contiguous and starts at its finished good.

Anything that totals a sales order now counts top-level structures only — the budget conversion above all, or the garment is charged two or three times over.

Where a component material has an unambiguous variant of its own matching the parent’s attributes, the requirement is now planned against that variant — so a size grid and a colour assortment plan per colour and size rather than in bulk. Everywhere the match is ambiguous the behaviour is exactly what it was.

The Invoices, Planned Orders, Put-Away, Goods Issue to Cost Centre and Purchase Order grids now page, sort, search and filter on the server, and export the whole result set rather than the page on screen.

A note line can cite the sales order it adjusts, so a customer reading the note can tie it back to the order rather than to the invoice alone. It is optional by design: a rate-difference or billing-error note frequently has no order behind it, and a payables note never does.