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A glossary of common terms used in project management at CRS.
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Term Definition Accompaniment/Accompany Thoughtful and consistent coaching and mentoring after specific interventions such as workshops, organization design, or on-the-job training. It is successful when it includes other methods of continuous learning such as peer-to-peer learning, job sharing and secondment, program and management quality assurance. (CRS Partnership and Capacity Strengthening Unit) Accountability How an organization responds to and balances the needs of all stakeholders (including beneficiaries, donors, partners, and CRS itself) in its decision-making and activities and delivers against this commitment. (ECB 2010 in ProPack I) Activities schedule (aka implementation plan, work plan, or timeline) A schedule that breaks down the broad activity-level objectives into more specific actions, listing them in a Gantt chart (bar chart) that includes a timeframe, and names the person or organization responsible. Activities schedules are typically prepared at project design/proposal submission stage. (ProPack I) Adaptive management An approach to tackling complex challenges. The starting point is an assumption of uncertainty about what will work to address the challenge. It is then characterized by a flexible approach involving testing, monitoring, getting feedback and—crucially—making course corrections, if necessary. (Adaptive management: What it means for CSOs, Bond 2016) Aging report A monthly finance report that presents aging of outstanding receivables (including advances provided to staff, partners and vendors, etc.) and payables (including invoices received by CRS for payment and not yet paid). (CRS Finance Policies and Procedures Manual) Agreement owner The designated or approved CRS staff member responsible for facilitating agreement review, incorporating feedback, adhering to a schedule for review, following up with other participants in the review process, and distributing the agreement and related documents at various points in the process. Allocated direct costs (aka cost allocation charges) Expenses that benefit multiple donor source/projects (DSPNs) in a country program, but for which the level of benefit is less easily identified at the time of incurrence. These types of costs are “allocated” to cost centers based on the benefit that each cost center receives from the expense. The allocation process involves the use of specified factors and formulas for aligning expenses to each cost center based on the benefit received. Refer to Finance’s Cost Allocation Policy (POL-FIN-ALL-020) and its related procedures for more information. (CRS Finance Policies and Procedures Manual) Authorization chart A table listing all employees that can approve commitments or payments of a certain dollar value for a specific DSPN. The country representative approves the Map of Authority and the finance manager ensures it is up-to-date. Award amount The total estimated value of the award over the life of the project per the award agreement from the donor. Award close-out The process that follows the expiration date (project completion date or end date listed in the agreement) of an award-funded project. Sometimes referred to as “financial and administrative closure,” it includes final reporting on project expenditure, reporting on the final status of all property and equipment purchased with project funds, audit certification if required, submission of all final technical programming deliverables including reports, and any final reporting related to intellectual property created through the project. The award close-out period may extend for several weeks or months beyond the grant/award expiration date. Award kick-off meeting An initial meeting following award signature, coordinated by the award manager, designed to outline deliverables, terms and conditions of the award, as well as the responsibilities and expectations of participants. At a minimum, participants should include the PM/CoP, HoOps, HoP and other senior managers. This meeting is separate from the project start-up meeting. Award manager The individual responsible for managing a project in accordance with the terms of the award, and who represents CRS to the donor for that award. This is not a position, but rather an assigned role: this individual can be on IDEA staff, chief of party, head of programming or project manager. Back donors When funds are passed on from one organization to another, the original donor is sometimes called the ‘back donor.’ For example, if CRS receives emergency funding via a European Caritas partner, a European government organization may be the back donor. “Back of the envelope” calculation A rough calculation done to get a sense of how much is available for programmatic activities, and to help inform partner budget ceilings. The Cost/Budget Lead plugs in rough staffing costs, travel and partner requirements, and NICRA helps establish the funds available to work with. This step does not replace using the DIP as the basis for budgeting, but it can help in design discussions about the feasible scope of project activities, and can help prevent tension and/or misaligned expectations with partners. (CAG 5th Edition) Branding and marking According to USAID, “branding” refers to how a program or project is named and positioned, and who the funding is from. It identifies the sponsor of the work. “Marking” refers to applying graphic identities or logos to program materials or project signage to visibly acknowledge contributors; it identifies organizations supporting the work. Note that other donors may use other terms. Budget Comparison Report (BCR) A financial reporting tool that compares actual expenses to the budget for a specific DSPN over a given time period. It assists budget managers in monitoring a project’s burn rate and/or in making decisions related to budget realignments, modifications and project life extension requests where necessary. (CRS Finance Policies and Procedures Manual) Budget manager The individual assigned and vested with management oversight of one or more business units. They must be in the D-band or higher, and designated by the division or department head. Call for Proposals (see also Solicitation) aka RFA, RFP, APS A formal document issued by a funder to request applications, proposals, offers, or quotations. The exact term used will differ by donor and funding mechanism (assistance or acquisition), but all of the following would fall under the umbrella of ‘call for proposals’: Request for Applications (RFA), Request for Proposals (RFP), Grant Application Request, Annual Program Statement (APS). In some cases, the donor may also initially issue a call for Concept Notes (CN) or Expressions of Interest (EOI). The applicant/s who pass through the CN-or EOI-review phase may then be requested to submit a proposal. Capacity The ability of individuals and organizational units to perform functions effectively, efficiently, and in a sustainable manner. (ProPack I) Capacity building See Capacity strengthening Capacity strengthening A deliberate and continuous process that improves the ability of an individual, group, organization, network, or system to enhance or develop new knowledge, skills, and attitudes (KSAs), systems, and structures needed to function effectively, work toward sustainability, and achieve goals. In CRS, capacity strengthening includes: NOTE: CRS uses the broader term “capacity strengthening” rather than “capacity building,” which in CRS’ experience is typically not sufficient on its own. For CRS, capacity building means “building on what already exists.”
- Capacity building – improving knowledge, skills, and attitudes of individuals or groups to function more effectively.
- Accompaniment – Coaching and mentoring in combination with training workshops, conferences, on-the-job learning or other methods.
- Institutional strengthening – Improving an organization’s systems and structures to function effectively, work toward sustainability and achieve specific results or goals. (ProPack I)
NOTE: CRS uses the broader term “capacity strengthening” rather than “capacity building,” which in CRS’ experience is typically not sufficient on its own. For CRS, capacity building means “building on what already exists.”
Capture planning The process of identifying particular funding opportunities, assessing the environment, and implementing strategies for increasing the chances of winning a specific opportunity. Capture planning occurs before solicitation release. (ProPack I) Cash forecast A financial tool used to present an entity’s (e.g., country program, office or partner) cash needs for a determined period, typically a quarter. Commitments Legal liabilities arising from sub-recipient agreements and purchase orders greater than $10,000 in value, executed by or on behalf of CRS country programs. Cost Application Guidance (CAG) A CRS internal guidance document intended to assist proposal development teams to prepare budgets and Budget Notes to comply with U.S. government (USG) requirements and to present clear, logically organized cost applications that show clear linkages to, and tell the same story as, our technical applications. The CAG provides a blueprint for responding to a typical USAID solicitation. However, much of the basic budgeting guidance provided within is also applicable and adaptable to non-USG funding opportunities. (CAG 5th Edition) Cost driver A factor that causes a change in the cost of an activity. Examples are the number of beneficiaries or the number of groups served. An activity can have more than one cost driver attached to it. (ProPack I) Critical path The sequence of activities that represents the longest path between the start of the project and the project’s end. (A Guide to the PMD Pro) Detailed Implementation Plan (DIP) A set of updated schedules, plans, targets and systems that have sufficient detail to permit smooth and effective project implementation. It is completed after a project proposal is approved and funded and before implementation begins. DIPs may be done on an annual basis or for the life of the project. If done for the life of a project, the DIP is still revised and updated annually.
NOTE: While activities schedules are prepared during proposal development, DIPs are more detailed and are prepared after approval.
Direct costs Costs charged directly to a project or grant based on the level of effort or benefit received. Direct costs are either directly charged (“direct-direct”) or allocated (“allocated direct”). (CRS Finance Policies and Procedures Manual) Direct-direct costs Costs associated specifically and entirely with a proposed project. These include direct labor, direct materials and supplies, direct sub-awards and consultants, direct travel, and other direct costs. The costs in this tier are entirely dependent on the project design. (CAG 5th Edition) Discretionary resources CRS private unrestricted or lightly restricted funds that can be budgeted at management’s discretion; previously referred to as “allocation.” Donor engagement team HQ-based team in the Institutional Donor Engagement and Advancement (IDEA) department, responsible for managing CRS’ relationship with a specific set of institutional donors. CRS has donor engagement teams for U.S. government donors and subsets thereof, non-USG public donors, foundations and corporations, and The Global Fund. Donor Source Project Number (DSPN) An 11-digit code used by CRS to identify cost centers by donor (4-digit code), country program or department (3-digit code), and project number (4-digit code). CRS uses DSPNs to track all its expenses. DUNS number The Data Universal Numbering System, or Dun & Bradstreet DUNS Number, is a unique nine-digit identifier for businesses. It is used to establish a Dun & Bradstreet business credit file, and is a requirement of all entities to bid on U.S. government proposals. eBudget (Adaptive Planning) The online, cloud-based platform used by CRS to prepare and monitor its annual budgets and quarterly spending forecasts. Exit interview An interview or questionnaire conducted with an individual who is leaving an organization. At CRS, exit interviews are conducted in the spirit of development and growth for the agency. The purpose is to gain insight about employee experiences with CRS, and to collect data on reasons for turnover, both preventable and not preventable. This information is analyzed and applied to support CRS’ continuous improvement as an employer. Exit meeting Consultative meetings held with stakeholders such as partners, beneficiaries, donor and government personnel during the project close-out process that help to ensure participation and accountability. In larger projects, exit meetings can also be a way to involve stakeholders in the development of the close-out plan. For smaller projects, exit meetings can be used to clarify any questions regarding the project close-out process, the handling of any project assets and any potential follow-on activities. Expense forecast An estimate of total project and country program expenditure. It is used to identify potential spending shortfalls and to take corrective action to ensure project spending remains on track. Fixed assets Assets with a useful life of 3 years or more, a purchase price of US$5,000 or more, and titled to CRS, including qualifying group purchases. (CRS Domestic Finance Fixed Asset Policy/Procedure) Gateway CRS’ online system for business pipeline and project portfolio management, built on a Salesforce technical platform. “Go/no-go” decision The decision of whether or not to pursue a specific funding opportunity. Go/no‑go decisions may be made at multiple points; a preliminary go/no-go decision may be made based on a draft solicitation or intelligence such as information in a forecast of upcoming funding opportunities. The go/no-go decision is often revisited after the formal release of a solicitation. Holistic Organizational Capacity Assessment Instrument (HOCAI) The instrument CRS uses with partner organizations to conduct a self-analysis of organizational strengths and challenges, develop an action plan, and improve organizational functions through capacity strengthening. With HOCAI, CRS creates a standardized framework to help organizations engage in a process of continuous assessment and improvement that will sustain organizational capacities. Human resource management The organizational function that deals with issues related to personnel, such as compensation, hiring, performance management, safety, wellness, benefits, employee motivation, communication, administration, training and spirituality. Indirect cost recovery (ICR) An indirect cost is an expense that has been incurred for common or joint objectives and that cannot be readily identified with a particular award, project or other direct activity. Indirect costs at CRS’ country programs are recorded in Donor Source 1050 and are limited to those expenses associated with country representatives or equivalent country manager positions, International Development Management Fellows (IDFP-Mgmt.), and general representation. CRS classifies regional management, HQ-based program support and support services departments as indirect costs.
ICR is the process whereby a donor allows a grant recipient to recover some of the costs incurred to administer its award. These costs are not charged individually or directly to an award. They are charged to an award using a cost recovery rate pre-approved by the donor. Indirect cost recovery on U.S. Government awards is commonly referred to as NICRA, since it is obtained through a Negotiated Indirect Cost Rate Agreement with USAID, its cognizant federal agency. (CRS Finance Policies and Procedures Manual)
Internal Control Improvement Plan (ICIP) A corrective action plan prepared by sub-recipients (partners) who score below 75 percent for a given functional area of the SRFMP assessment checklist. The ICIP should include a calendar that provides specific dates for implementation of the internal control improvements needed. In no case should any improvement be scheduled for full implementation more than 6 months after the issue was detected and formally communicated in writing. Intra-agency financial transactions Transactions in which an expense incurred in one location is charged to a DSPN held in a different location. E.g., a plane ticket purchased in Madagascar for the CR to travel to the regional office in Zambia may be charged to a regional DSPN held in Zambia. Issue A risk that has now occurred (See Risk). It can take the form of an unresolved decision, situation, or problem that will significantly impact the project. Issues letter A formal communication from a donor after a review of a proposal or application. An issues letter may also be called a “Request for Clarification and Application Revision” letter, a “Final Revised Application” letter, a “Best and Final Offer” letter, etc. The letter includes donor questions and comments to which the applicant must respond in order to remain in consideration for award of the grant or contract. Issues log A project document or database that serves as a tool within a wider issue management process. It helps a project manager/chief of party to document and summarize project issues, identify who is responsible for resolving each issue, and track issue status. Key personnel This is a specific term used by the USG. Many RFAs require that the applicant identify key personnel for the project; some require that the applicant propose specific individuals for key personnel positions and submit CVs for key personnel candidates. The key personnel candidates themselves must be approved by the donor and any changes to key personnel during project implementation must have prior approval from the donor. Launch event/ workshop An externally focused event to formally launch a project; typically involves representatives of the project donor (if externally funded) as well as other donors, government, and community representatives. Light checks Spot-checking exercises, using a limited number of randomly selected forms from enumerators, partner organizations, etc. Light checks on data quality include regular reviews of data completeness (e.g., that forms contain all necessary information) and, if a database is used, comparison of data from original forms with what is entered into the database. Light checks help to identify and address any potential data issues immediately, thereby minimizing errors, and to ensure data quality. Light data collection In an emergency response, refers to collecting data from a small (typically random, but sometimes purposeful) sample of individuals served by the emergency response. Liquidation report A financial report containing the prescribed information submitted by a sub-recipient to account for expenses it incurred against a CRS project. Mass separation A human resources term used to describe when a large number of staff is terminated, made redundant or reach the end of their contracts. In CRS, the most common example of mass separation is when a large project ends. Motorized fixed/ capital assets A category of fixed or capital assets that includes motors, such as vehicles, generators, trucks, tractors, forklifts, motorboats, etc. Negotiated Indirect Cost Recovery Agreement (NICRA) An agreement issued out of USAID’s Office of Acquisition and Assistance that standardizes the indirect costs an organization can charge to a USAID-funded grant or contract. Each organization negotiates its indirect cost rates with one government agency that has been assigned cognizance. The resulting NICRA is binding on the entire government. The NICRA contains both final rates for past periods and provisional (billing rates) for current and future periods. (USAID) Network diagram A pictorial summary of the decisions and flows that make up a procedure or process (e.g., delivery of an output) from beginning to end. Performance improvement plan (PIP) A CRS human resources tool used to communicate clear performance expectations, and provide resources and coaching to assist the employee in areas requiring improvement. This process is designed to be used as a constructive tool and a communication mechanism for remediation. Phase down To reduce the level of an activity but continue to provide support. The phase‑down stage may be preparatory to phase-out or phase-over. (Hello, I must be going: Ensuring quality services and sustainable benefits through well-designed exit strategies, B. Levinger and J. McLeod, 2002) Phase out To discontinue support or involvement in a project activity. There is no attempt to find a new sponsor to continue the activity. (Levinger and McLeod 2002) Phase over To substantially reduce support for a project activity or service but also identify a successor institution that will continue providing the service. The sponsor assists the new institution in developing needed capacities and resources. (Levinger and McLeod 2002) Pooled staff (aka shared staff) Country program staff salaries that cannot be assigned to specific projects, but which benefit the country program’s full array of projects, are distributed to all projects using one of the three cost allocation pools (Vehicle Expense Pool, Facility Cost Pool or Project Support Pool). Assignment of such staff to Cost Allocation Pools is defined in the Cost Allocation Process Procedure (PRO-FIN-ALL.020.02) and is based on the type of position. (CRS Finance Policies and Procedures Manual) Pre-award letter (PAL) A letter issued by the donor prior to the signature of the award. PALs are used in situations where the project must commence immediately and all programmatic and technical issues are resolved. Typically, a PAL will set forth the date from which an awardee will be reimbursed for program costs prior to the signature date of the award. For USG funding, the PAL is generally no more than 20 percent of the total program budget. Per 22 CFR 226.25(e) (1), PALs enable the recipient to incur allowable pre-award costs for up to 90 calendar days prior to award. Pre-teaming agreement See Teaming agreement Pre-teaming agreement In some cases, when there is information about an upcoming funding opportunity, NGOs will establish pre-teaming agreements. These commit them to working together to prepare for the anticipated funding opportunity, and formalize the organizations’ intent to jointly pursue the opportunity when released (assuming the details of the opportunity are in line with the respective organizations’ capacities). (Seidman & Associates, P.C.; Shipley Associates) Program A group of [related] projects managed in a coordinated way that provides benefits or achieves objectives that would not be possible with an individual project. (A Guide to the PMD Pro) Program manager A CRS staff member who oversees a group of related projects (generally projects related to a particular technical programming sector). Project A set of planned, interrelated actions that achieve defined objectives within a given budget and a specified period of time. (A Guide to the PMD Pro) Project charter A document that formalizes the project governance structure including the roles and responsibilities, and norms of the governance structure, and establishes project tolerances and decision-making authority. Project close-out An important final stage of the project cycle for any CRS project, whether funded by CRS discretionary resources or institutional donor funds. It involves multiple tasks related to program, financial, human resources, supply chain, and other operations closure. Project close-out as used in Compass is an overarching term that includes activities both before and after the project end date. For projects funded by institutional donors, the term also encompasses the specialized activities of award close-out. Project cycle The set of actions (design, planning, implementation, monitoring, evaluation, reporting and learning) in all phases of a project. These actions are interrelated and are roughly sequential. Project design A key phase within the CRS project cycle that is tightly linked with and interwoven with proposal development. Project design, which focuses on project decision-making and plans, is a process and series of steps that are roughly chronological, but also iterative and dynamic. The clarity and quality of decisions made during project design have a strong impact on project start-up, implementation, and close-out. (ProPack I) Project governance structure A group of individuals that provides support for a project and is accountable for enabling project success. A project governance structure may consist of a small group of senior leaders for a smaller, less complex project, or a larger project board for a complex, multi-partner project. Project implementation A key phase in the CRS project cycle that focuses on translating plans into performance (carrying out the DIP). Project implementation involves coordinating people and other resources to carry out the project’s plans in order to achieve the project’s objectives. Project implementation is based on a systematic process of rigorously discussing who, what, how, and when; constantly questioning; actively following up; and ensuring accountability. Project management Planning, organizing, and managing resources to bring about the successful completion of specific project goals, outcomes, and outputs. (A Guide to the PMD Pro) Project manager A CRS staff member who accompanies partners in a specific project with project management efforts during all phases of the project cycle (See Project). NOTE: In the project management standards, the term “project manager/chief of party” is used for consistency in indicating the “who” for specific actions and guidance notes. In practice, the specific individual could be a project manager, program manager or project director. Project proposal A document that captures decisions made during the project design process using a format determined by the donor or CRS. (ProPack I) NOTE: Project proposals are not included in the CRS project management standards as there is extensive existing CRS and donor guidance on proposal development, including CRS’ Technical Application Guidance (TAG). Project scope All the work required to deliver the “what” of the project, i.e., the project deliverables (how the deliverables will be created and delivered). (A Guide to the PMD Pro) Project start-up The critical first stage of a project following completion of project design and finalization of the project proposal. The major activities of well-planned project start-up include: - Handover and transition from proposal team to project start-up team
- Establishing the project governance structure
- Conducting partner capacity assessments
- Setting up the project financial system
- Recruiting and onboarding project staff
- Detailed implementation planning
- MEAL system development
Project team All programming, finance, and operations staff with a specific and significant responsibility within the project. These include programming and other staff budgeted directly to the project at full-time or part-time level of effort, as well as “pooled” staff whose time is charged to the project via CRS’ cost allocation for shared-direct staffing costs. Project tolerances Clear parameters within which a project manager/chief of party (PM/CoP) can act autonomously or needs to seek approval. Project tolerances describe the approved ranges of variation that a PM/CoP is authorized to oversee without seeking the endorsement of members of the project governance structure. Tolerances may relate to such things as budget and project timeframe, project scope and quality. For example, a project tolerance might describe the percentage by which a project, or line items in a project, can over-or under-spend without the approval of members of the project governance structure; or the acceptable number of days of delay in the implementation schedule before approval from the project governance structure is required. Proposal decision-maker A senior staff member (typically the country representative) with responsibility for making strategic decisions related to CRS’ response to a specific funding opportunity. This includes partnership/ consortium-related negotiations and agreements; recruitment and selection of key personnel; definition of preliminary budget parameters (including any CRS cost-share); other critical budget decisions; and review and approval of final versions of proposal documents (including budgets). This is a critical, though not full-time, proposal development team role. Proposal transition manager The individual responsible for ensuring that proposal documents, supporting documentation, and relevant background information are captured, compiled and handed over to the project start-up/ implementation team. Real property Land, buildings and leasehold improvements (CRS Finance Policies and Procedures Manual) Risk Risk is the potential effect of uncertainty on project objectives. Risk register A document in which the project manager/chief of party (PM/CoP) records the results of project risk analysis and risk response planning. Risk registers help the PM/CoP to document and track risks, and to work with the project team and members of the project governance structure to assess risk probability and potential impact; prioritize risks; identify appropriate risk management strategies; and continue to monitor and manage risks as they evolve. Senior management team The highest‑level programming and operations staff in a country program, and typically including the CR, HoP, HoOps or equivalent and finance manager (FM). Additional staff such as the HR manager or BD specialist may also be part of the SMT. Shared cost calculator An Excel spreadsheet tool in CRS’ CAG (Cost Application Guidance) with preloaded formulas to help a country program determine a project’s “fair share” of allocated direct costs for purposes of proposal budgets. (CAG 5th Edition) Shared staff See Pooled staff SitRep Situation report, used to provide updates in emergency situations (originally a military term). Solicitation A term used particularly by the U.S. government. A solicitation is a formal document issued by a funder to request applications, proposals, offers, or quotations. The exact term used will differ by donor and funding mechanism (assistance or acquisition), but all of the following would fall under the umbrella of “solicitation”: Request for Applications (RFA), Request for Proposals (RFP), Grant Application Request, Annual Program Statements (APS). Start-up workshop An internally focused event involving project staff from CRS and partner organization(s), focused on reviewing key elements of the project design, project roles and responsibilities, communications and decision-making structures and protocols, etc. Sub-Recipient Financial Management Policy (SRFMP) The internal CRS finance policy that focuses on financial management of CRS’ sub-recipients (partners) including terms for sub-recipient assessment, monitoring, funding, financial reporting and more. Support Services Recovery (SSR) The share of total funds that go to support services rather than program services. Since FY2010, the recovery rate of Support Service costs excludes commodities, related warehousing and freight and other in-kind contributions, which makes this calculation more similar to how federal NICRA is calculated. T-codes Transaction codes (from T0 to T9), a financial coding system used to define, record and track financial transactions in the financial systems. Common T-codes include Donor Source (T0), Country/Project (T2) and the Vendor Number (T4). Some T-codes are mandatory for completing a financial transaction, while others are optional but are used for facilitating the tracking of certain project expenses. Team A small number of people with complementary skills who are committed to a common purpose, a set of performance goals, and an approach for which they hold themselves mutually accountable. Teaming agreement An agreement between two or more entities to increase competitiveness by pooling resources to obtain and perform an award. Used frequently in consortia-based proposal development. Tiered costs All costs in a CRS budget fit into three different tiers. In the first are costs associated specifically and entirely with the proposed project. These are also known as a project’s “direct-direct” expenses (See Direct-direct costs). The second includes the country program costs that benefit all projects; these are “shared-direct expenses” (See Allocated direct costs). The third tier is our indirect costs, which are incurred outside of the country program and are necessary to cover the broader organization’s support to every project. (CAG 5th Edition) Total obligated amount The total amount the donor has committed to spending on the project to date. Value for money The optimal use of resources to achieve intended outcomes. A value-for-money perspective in project design means analyzing what drives costs, and then making decisions and choices based on evidence, in order to deliver the desired quality and impact at lower cost. (DFID’s approach to value for money, DFID 2011a.) Win theme A concept presented in a proposal that is designed to persuade a donor of your unique suitability to deliver the project. (summarized from Why should they choose you - use win themes to differentiate your proposal, James England) Work Breakdown Structure (WBS) A hierarchical task list created by dividing the project into components and the breakdown of the project process into increasingly detailed tasks. (A Guide to the PMD Pro) Workplan A document that describes the detailed tasks required to complete the sub-activities of a project. (Note that this is not to be confused with the USAID term “Work Plan”, which is a specific award deliverable.) Type: Basic page -
Welcome to the Project DPro for CRS course!
We hope that you will find the course useful in deepening or refreshing your project management knowledge and skills. This page guides newly enrolled participants through what to do before the course begins.
I'm enrolled. What's next? Now that you are enrolled in the course, complete the following steps before the course begins.
Step 1: As soon as possible ...
Schedule a 15 to 30-minute meeting with your manager. Reflect on the following points. Prepare to discuss your responses with your manager:
- What do I hope to learn from the course?
- What is my plan for making time for course activities? What would be a feasible learning schedule given my responsibilities?
- Keep in mind that you should plan to spend about 4 hours per level to complete individual learning activities in each of the 8 course levels.
- We recommend scheduling blocks of at least 45 minutes (and ideally at least 60 minutes) to work on course activities.
- What challenges do I anticipate in setting aside the required time each week for course work over the 8-10 weeks of the course? Will I have reliable internet access during the periods I have scheduled for course work? What support do I need from manager support me to address anticipated challenges?
Accept the meeting invitations to the mandatory kick-off webinar that will take place during the first week of the course. You will receive a calendar invitation from one of the course organizers for the mandatory kick-off webinar (via an @crs.org email address) within a week of enrollment in the course. You will also receive placeholder invitations for two other mandatory course webinars and two optional course reflection and discussion sessions around the same time. Please accept these meeting invitations as well so that the time is reserved on your calendar.
Step 2: One week before the course begins ...
Visit the Microsoft Teams Channel for course participants. We will use Microsoft Teams throughout the course to highlight particularly interesting conversations happening on the course learning platform (Curatr), conduct quick polls, share additional resources, and exchange ideas as a wider group of course participants and facilitators. The channel is private, so you will not be able to access the channel until you are added by the course moderator sometime before the course begins.
Step 3: A few days before the course begins ...
Set up your username and password for the Curatr online learning platform. A few days before the course begins, you will receive an email from [email protected] containing a link to the course and details about how and when to log on. Set up your username and password using the link in that email. Note that you will not be able to access the course learning modules until the day the course opens.
For those not familiar with Compass ...
We will be using Compass (CRS’ project management website, and the site where you are currently reading this page) throughout the course. If you’ve not participated in a Compass orientation or completed a self-guided orientation as part of onboarding, we strongly recommend that you do the following before the course begins:
- Complete the Project Management in CRS onboarding module on CRSLearns. (~60 minutes)
- Explore this website on your own to get more familiar with it!
Questions?
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Please do not hesitate to reach out to the course organizers at [email protected] with any additional questions.
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Compass has three templates that support project managers and chiefs of party in developing activities schedules at various points in the project cycle.
Template 1: Early start-up plan and budget
The early start-up plan and budget template makes developing a plan and budget for the initial start-up period of the project easy. The template is designed with a full range of possible start-up activities: adapt these items to the specific needs of the project. This may be particularly important for emergency projects with even shorter start-up timelines. Early start-up planning should begin no later than one month before the anticipated project start date. Read more about developing plans and budgets for early start-up activities.
Template 2: Detailed implementation plan
Detailed implementation plans (DIPs) are critically important tools for managing the project activity schedule. If the donor does not have a detailed implementation plan template, or if the donor's template is not sufficiently detailed, use the CRS DIP template as a starting point. Read more about developing a detailed implementation plan for the first year of the project.
Template 3: Comprehensive project close-out plan
Project close-out can be complex, but you do not need to develop a plan from scratch. Check out CRS' comprehensive project close-out plan templates for institutional donor-funded and discretionary-funded projects. These templates offer you a pre-populated spreadsheet of common close-out activities that you can revise to fit the needs of your project. Read more about developing a comprehensive and realistic project close-out plan.
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Compass offers tools to help you plan for workshops and planning meetings for your project. Here are three tools that will save you time and strengthen your start-up workshop, detailed implementation plan workshop, and quarterly and annual project review and planning meetings.
Start-up workshop building blocks
A project start-up workshop is a foundational activity for any project. A well planned start-up workshop reinforces the CRS and partner project team’s understanding of project requirements, including donor compliance, and provides an opportunity to establish norms, build trust and rapport, and create a shared sense of accountability for project success among team members from different organizations. The start-up workshop building blocks tool help planners organize and sequence a start‑up workshop agenda. Read more about organizing a start-up workshop.
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Detailed implementation plan workshop toolkit
A detailed implementation plan (DIP) workshop is a participatory event that engages members of the project team in scheduling project activities and sub‑activities in sufficient detail to facilitate smooth and effective project implementation. The DIP toolkit makes planning you next DIP workshop easy. The toolkit comes with a How-to guide, facilitator slides, flowchart printouts, and a fully editable detailed facilitation guide template. Read more about planning a DIP workshop.
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Ready reference: Quarterly and annual project review and planning meetings
Project review and planning meetings create an opportunity for a range of project stakeholders to jointly identify actions that may be needed to keep the project in scope, on schedule, and on budget, and to improve project management effectiveness. CRS' Ready reference document offers a preparation check-list and a set of discussion points to help you get the most out of your next project review and planning meeting. Read more about organizing cross-disciplinary, evidence-based project review and planning meetings.
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Project contexts are always evolving, and along with them, the risks, opportunities, and issues that the project team will need to manage effectively. A project risk is the potential effect of uncertainty on project objectives. A project issue is an unresolved decision, situation, or problem that will significantly impact the project. Project risk registers and issues logs are essential project management tools used to support effective, adaptive project management.
Template 1: Project risk register
The CRS project risk register template helps the project manager/chief of party to track risks from project start-up through close-out, and to work with the project team and members of the project governance structure to prioritize risks and identify appropriate risk management strategies. Read more about using a project risk register to validate key project decisions during project start-up and to identify and address project risks during project implementation.
Template 2: Project issues log
The CRS project issues log template helps the project manager/chief of party to document and summarize team analysis of project issues, assign responsibility for actions to promote resolution of the issues, and track issue status. Read more about using a project issues log to validate key project decisions during project start-up and to identify and address project issues during project implementation.
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Project governance establishes a management framework for decision-making. It helps move the project forward when decisions are needed beyond the project manager's or chief of party's authority and it ensures that the right decisions are taken at the right time and with the right degree of stakeholder participation.
Template: Project charter
A project charter is a document that formalizes the project governance structure including the roles, responsibilities, and norms of the governance structure, and establishes project tolerances and decision-making authority. Use the Project Charter Template to develop a simple project charter. Read more about setting up an appropriate project governance structure.
Sample Agenda: Establishing a project governance structure
For a complex project governance structure, the PM/CoP convenes a formal kick-off meeting to establish tolerances and working norms. Use this sample agenda as a starting point when planning your meeting to establish a project governance structure. Read more about setting up an appropriate project governance structure.
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Sample Agenda: Standing meetings of the project governance structure
Regular meetings of the project governance structure begin during project start-up and continue during the implementation phase, and through project close-out. Use this sample agenda to get you started in planning standing meetings of the project governance structure. Read more about setting up an appropriate project governance structure.
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S1 S2 STANDARD 2: Evidence-based, participatory design for project success.
S6 STANDARD 6: Early transition and start-up planning (including pre-award).
S7 STANDARD 7: Realistic and participatory detailed implementation planning for program impact.
S11 STANDARD 11: Evidence based, action-oriented project management.
S12 STANDARD 12: Effective management of supply chain and project assets.
S16 S18 STANDARD 18: Learning from and leveraging results during close-out.
Type: Category -
S3 S8 STANDARD 8: Timely and comprehensive project financial set-up.
S13 STANDARD 13: Effective financial management during project implementation.
S16 Type: Category -
S4 S9 STANDARD 9: Proactive recruitment and onboarding for timely start-up.
Staff the project in time with the right people using recruitment and orientation best practices.
S14 S16 S17 STANDARD 17: Managing human resource transitions responsibly during project close-out.
Type: Category -
S5 S10 STANDARD 10: Laying the foundations for effective donor engagement and accountability.
Lay the foundations for successful donor engagement throughout the project.
S15 STANDARD 15: Engaging donors appropriately throughout implementation.
S16 S18 STANDARD 18: Learning from and leveraging results during close-out.
Type: Category -
S1 S2 STANDARD 2: Evidence-based, participatory design for project success.
S3 S4 STANDARD 4: Staffing for quality (technically sound, timely and effective) project management.
Plan for an adequate complement of CRS and partner staff for quality project management.
S5 Type: Phase -
S6 STANDARD 6: Early transition and start-up planning (including pre-award).
S7 STANDARD 7: Realistic and participatory detailed implementation planning for program impact.
S8 STANDARD 8: Timely and comprehensive project financial set-up.
S9 STANDARD 9: Proactive recruitment and onboarding for timely start-up.
Staff the project in time with the right people using recruitment and orientation best practices.
S10 STANDARD 10: Laying the foundations for effective donor engagement and accountability.
Lay the foundations for successful donor engagement throughout the project.
Type: Phase -
S11 STANDARD 11: Evidence based, action-oriented project management.
S12 STANDARD 12: Effective management of goods through the supply chain.
S13 STANDARD 13: Effective financial management during project implementation.
S14 STANDARD 14: Managing and developing human resources for quality project implementation.
S15 STANDARD 15: Engaging donors appropriately throughout implementation.
Type: Phase -
MULTI-CATEGORY
S16 S17 STANDARD 17: Managing human resource transitions responsibly during project close-out.
DONOR ENGAGEMENT AND ACCOUNTABILITY; OPERATIONS AND PROGRAM PLANNING AND MANAGEMENT
S18 STANDARD 18: Learning from and leveraging results during close-out.
Type: Phase -
Effective planning for quality project design.
Establish a robust proposal development team and a realistic timeline that follows standard CRS guidance for project design and ensures partner collaboration and support in the design process.
Type: Standard -
Evidence-based, participatory design for project success.
Employ evidence-based, participatory processes to design a project that can deliver high-quality results on time, on scope and on budget.
Type: Standard -
Accurate and cost-efficient proposal budgeting.
Develop an accurate and cost-efficient proposal budget including a budget narrative based on project activities and timeline, and in accordance with CRS policies and donor requirements.
Type: Standard -
Staffing for quality (technically sound, timely and effective) project management.
Plan for an adequate complement of CRS and partner staff for quality project management.
Type: Standard -
Early engagement with donor to inform design.
Engage donor prior to and (as possible) during project design and proposal development to encourage a manageable and realistic project scope, budget and timeline in line with donor priorities.
Type: Standard -
Early transition and start-up planning (including pre-award).
Transition from the design/proposal team to the project start-up team and plan and conduct early start-up activities.
Type: Standard