Understand the language
of connected operations.

Amounts owed by customers for recorded transactions. Receivables reporting separates outstanding balances from amounts already collected.

A label used to classify recorded work within or across projects. A consistent set of codes makes time reporting easier to interpret.

A suggestion produced with AI support to help a person evaluate an action. It should be considered alongside evidence, context and the appropriate approval requirements.

Allocation describes planned resource commitments; utilization measures capacity used according to recorded or forecast work. The two can differ when plans do not match actual activity.

Software that organizes recruitment from job requisitions and applications through screening, interviews, offers and pre-onboarding. It helps teams maintain one record of each candidate’s progress.

A defined way for software systems to exchange requests and information. An integration also needs authentication, field mapping and handling for errors or limits.

Assigning a company-owned asset to a person or team and maintaining the associated ownership and return history.

A controlled correction to an attendance record when the original record is missing or inaccurate. The adjustment should retain its reason and approval history.

The working hours included in the denominator of a capacity or utilization calculation. Policies should specify how holidays, leave and part-time schedules are handled.

The length of time a resource has remained on the bench under an organization’s definition. Partial allocation and internal work can change how this measure should be interpreted.

Managing employees who are not currently assigned to the intended type of work. A useful view combines availability, skills, cost and redeployment opportunities.

Time that is eligible to be charged to a client under the applicable agreement. Recorded work is not automatically billable merely because it relates to a client.

Billable hours divided by defined available hours, multiplied by 100. Organizations should use consistent rules for leave, holidays and other exclusions when comparing results.

A condition that requires review before or after a charge is prepared, such as missing approvals, rate discrepancies or incomplete references.

The agreed basis for charging a client, such as time and materials, fixed fee or milestone billing. The model determines which delivery information supports an invoice.

The amount charged for an agreed unit of service, such as an hour or day. The applicable rate may depend on role, customer, location or contract terms.

The state in which the information and approvals required to prepare a charge are available. Readiness depends on the billing model and contract.

A consolidated candidate view that brings together application details, experience, skills, communications and recruitment history. The exact information available depends on the records collected.

Comparing a candidate’s experience and skills with the requirements of a role. Matching can support shortlisting, but its quality depends on accurate profiles and clearly defined requirements.

The stages candidates move through during recruitment, with visibility into progress and stalled applications. A pipeline describes status; it does not by itself explain why a candidate is delayed.

Recording where a candidate entered the recruitment process, such as a referral, job board, agency or careers page. Source reporting is most useful when connected to later outcomes.

Comparing expected demand with available people, skills and working time. Planning should account for existing commitments, leave, start dates and project releases.

A formal proposal to alter approved scope, timing, effort or commercial terms. Reviewing the impact before approval helps avoid unplanned commitments.

A structured description of the knowledge, skills and behaviors needed for different roles or levels. It gives teams a common basis for assessment and development.

An approved resource commitment to defined work and dates. Changes should be visible to the people managing the affected projects and capacity.

A rate used to estimate or allocate resource cost to work. Its contents may differ from base salary and should be defined by the business.

A document that reduces or reverses all or part of a previously issued invoice amount. It should be linked to the original transaction and reason for adjustment.

The fitness of data for its intended use, including relevant aspects of accuracy, completeness, consistency and timeliness.

Keeping selected information aligned between systems according to agreed rules. The design needs to define ownership, update frequency and how conflicts are resolved.

An estimate of how likely unconfirmed demand is to become committed work. It is an assumption for planning, not a guarantee of future revenue or staffing needs.

A relationship in which one activity or deliverable relies on another. Identifying dependencies helps teams understand how a delay can affect later work.

A consolidated employee view combining relevant employment, skills, organizational and work-history information. Access should reflect the responsibilities of the person viewing it.

The sequence of events during a person’s employment, from onboarding through changes in role or responsibility to eventual exit. Each event may require different approvals and records.

A way for employees to view information and complete routine requests directly, while required approvals remain in place.

A tracked employee enquiry or request with an owner, status and conversation history. It can cover document requests, policy questions or other support needs.

The latest estimate of total project cost or effort when the work is finished. It commonly combines actuals to date with an updated estimate of the remaining work.

The current estimate of remaining cost or effort needed to finish a project. It should reflect the remaining work rather than simply repeating the original budget balance.

A request to reimburse or account for a business expense, with relevant details and supporting evidence.

A person providing capacity through a supplier or other external engagement rather than the organization’s regular employee workforce.

An engagement with an agreed fee for a defined scope, subject to the contract’s change provisions. Delivery cost can still vary, affecting the project’s economics.

Expected utilization over a future period based on planned work and available capacity. It should be compared with actual time and updated as demand or staffing changes.

The difference between a forecast and a comparison value, such as actual results or a later forecast. Reporting should state both the comparison period and the sign convention.

Revenue less the costs classified as cost of revenue, expressed as an amount or percentage. Classification rules affect the result and should remain consistent.

The set of non-working holidays applied to a location, organization or employee group. Different calendars can affect project and capacity calculations.

An HR management system maintains employee information and supports processes across employment, including onboarding, employee services, leave and offboarding.

A process design in which people review, approve or intervene in automated decisions at defined points. The level of oversight should fit the decision’s impact.

A structured record for assessing candidates against role-related criteria. Consistent criteria make feedback easier to compare while leaving room for evidence and context.

A document requesting payment for specified goods or services under the agreed commercial terms. Issuing an invoice is distinct from receiving payment.

Grouping outstanding invoices or receivable balances by how long they have remained unpaid, using a defined date basis.

A formal request to hire for a specific role, usually describing the required skills, budget, hiring manager and target start date. Approval confirms that the business has authorized the hiring activity.

A defined measure used to track progress toward a specific objective. A KPI needs a clear calculation, owner and reporting period.

A measure of an outcome that has already occurred. It helps assess results but may arrive too late to prevent the underlying issue.

A measure that may provide an early signal of a future outcome. Its predictive value should be tested rather than assumed.

The sequence of review steps used to accept or decline a leave request. Approved leave should inform planning where it affects resource availability.

The amount of leave available under the relevant policy after applicable accruals, usage and adjustments. The displayed balance should reflect its effective date.

Choosing whether to meet a need with internal capability or an external provider. The decision considers availability, expertise, cost, timing and longer-term needs.

A significant point or event in a project used to track progress or trigger an agreed decision. A milestone represents an outcome or checkpoint rather than a duration of work.

Issuing charges when specified milestones or contractual conditions are met. The billing trigger should be defined separately from internal progress estimates.

The share of available hours spent on work that is not charged directly to a client. Non-billable work may still create value, such as training, presales or internal improvement.

The controlled process of ending employment or an assignment, including handover, access removal, asset return and completion of required records.

The share of candidates in a defined offer cohort who actually join. Teams must specify whether the denominator is offers issued or offers accepted, and allow time for joining dates to pass.

Analyzing day-to-day business information to understand performance, exceptions and possible actions. Useful analysis connects metrics to the processes that create them.

Clousys’s name for a connected organizational view across people, resources, delivery and commercial information. The value is shared context rather than another isolated dashboard.

A planning condition where commitments exceed a person’s available capacity for the period. It should be reviewed alongside working patterns and the reliability of each booking.

Work performed beyond a defined normal-hours threshold. How it is approved, paid or billed depends on the applicable policies and agreements.

The agreed conditions governing when and how payment is due. Specific due dates depend on the contract and the relevant triggering event.

A defined period and process for setting goals, gathering feedback and reviewing performance. It can include self-assessment, manager review and calibration.

The process of defining and tracking individual roles within an organization, including whether each position is approved, filled, vacant or on hold. A position is distinct from the person occupying it.

The activities between accepting an offer and starting employment, such as collecting documents, confirming joining dates and communicating next steps.

Using historical and current data to estimate possible future outcomes. Predictions depend on data quality and assumptions and should be reviewed alongside uncertainty.

The share of available hours spent on activities the business defines as productive. It may include selected non-billable work, so its definition should be explicit.

Software that connects services processes such as resource planning, delivery, time capture and commercial administration. Its usefulness depends on reliable information flowing between those activities.

The coordinated planning, execution and governance of client engagements, including their resource and commercial impact.

An approved reference plan for comparing later performance, such as the agreed schedule, effort or budget. A baseline should not be silently replaced whenever estimates change.

Costs attributed to delivering a project under a defined costing policy. Reports should explain whether they include labor, vendors, expenses and allocated overhead.

Assigning an expense to the project or cost category responsible for it. Correct allocation helps project reporting reflect more than labor cost alone.

A combined view of delivery condition across selected indicators, such as schedule, budget, scope and risk. A single color should be supported by specific evidence.

The difference between project revenue and the relevant project costs. Margin percentage is that difference divided by revenue, multiplied by 100.

Revenue attributed to a project under the organization’s applicable accounting approach. It should not be assumed to equal the invoices issued during the same period.

A formal purchasing document specifying an authorized purchase or engagement. Its role in approval and payment depends on the organization’s process and agreement.

A red, amber or green indicator used to communicate status against defined criteria. Consistent thresholds help teams interpret colors in the same way.

A structured set of rates associated with roles, services or commercial conditions. Effective dates and approved exceptions help teams apply the correct values.

A comparison between an achieved commercial rate and a defined reference rate. The calculation needs to specify its treatment of discounts, write-offs and hours.

Monitoring whether identified commercial exceptions have progressed toward an explicitly defined recovery outcome. Correction, invoicing and cash collection should not be treated as the same event.

An expense eligible for repayment under the applicable policy or agreement. Employee reimbursement and client recharge are separate decisions.

Assigning a person or team to work for a defined period and share of capacity. Allocations need to reflect concurrent commitments rather than treating each project in isolation.

The capacity a person can offer during a specified period after relevant commitments and absences are considered.

A request for people or capacity that specifies the work, skills, timing and other constraints. Demand may come from an opportunity, project or internal initiative.

Evaluating people against a demand using relevant factors such as skills, experience, availability, location and commercial constraints.

The end or reduction of a resource commitment, making capacity available for other work. Release dates should be updated when project plans change.

The proportion of available capacity used for a defined category of work. Reports must state which hours count as work and how available capacity is calculated.

Converting information from a résumé into structured fields such as employment history, qualifications and skills. Extracted information should be checked because document formats and wording vary.

Estimating future revenue using relevant commercial and delivery assumptions. Forecast revenue, invoices issued and cash received are different measures.

Value that should have been billed or otherwise captured under agreed terms but is missed because of a process or data gap. Identifying a potential gap does not prove recovery.

An agreed service expectation, such as a response or resolution target. The agreement needs to define working hours, priorities and any conditions that pause the clock.

Comparing required capabilities with the capabilities available in the workforce. A gap may require development, recruitment, a partner or a change in the delivery plan.

A consistent way to name, categorize and relate skills. It reduces ambiguity when different teams describe similar capabilities in different words.

A time-boxed period used by an agile team to work toward an agreed goal. Sprint work and progress should remain connected to the broader delivery plan.

An agreement describing an engagement’s scope, deliverables, responsibilities, timing and commercial terms. The approved version provides a reference for delivery and change control.

An external party engaged to perform part of a wider piece of work. Its responsibilities and terms should align with the commitments made to the end client.

An assessment of how a supplier delivers against agreed expectations. Useful measures may cover quality, timeliness, responsiveness and commercial accuracy.

A maintained group of potential candidates who may fit future hiring needs. A useful pool includes relevant skills, interests and a record of past contact.

The intended utilization level for a role, team or period. A useful target allows for necessary management, development and operational work.

A provisional capacity reservation for work that is not yet fully confirmed. It helps planners assess possible conflicts without treating the work as a final commitment.

A commercial model that charges for agreed time and applicable materials or expenses, subject to contract terms and any limits.

Reviewing submitted time for accuracy and compliance with the relevant workflow. Approval does not necessarily mean the time is ready to invoice.

The reporting interval within which people record and submit their work hours. Consistent cutoffs help teams compare time data and complete downstream processes.

A record of time spent on projects or activities over a defined period. Accurate coding and approval make it useful for delivery, cost and billing analysis.

Capacity used below an agreed target or expected level. Understanding the cause matters because low utilization may reflect timing, skills mismatch or intentional investment.

A candidate profile introduced by an external recruiting partner for a specific hiring requirement. Source and submission history help maintain traceability.

Comparing a supplier’s invoice with the relevant approved work, rates and commercial records. Differences are reviewed before payment approval.

Managing external suppliers across selection, engagement, performance and commercial administration. Responsibilities and approval paths should remain clear throughout the relationship.

Collecting and reviewing the information required to begin working with a supplier. Required checks depend on the service and the organization’s policies.

A controlled interface through which suppliers exchange permitted information with the business. Access should be limited to the vendor’s own relevant records.

The agreed rate payable to a supplier for a defined service or resource. It should not be confused with the rate charged onward to a client.

A structured set of measures and observations used to review a supplier consistently. The scorecard should reflect the type of service being purchased.

An event-triggered message sent from one system to another. The receiving system should verify the source and handle repeated or delayed notifications safely.

A hierarchical breakdown of project scope into smaller components that can be planned and managed. It helps connect overall deliverables to detailed work.

Using defined rules and events to move work or information through a process. Good automation includes exception handling and clear responsibility when a step fails.

Improving how workforce capacity and capabilities align with business needs. It balances delivery, development, cost and sustainable workloads rather than maximizing a single metric.