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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.)