Traduction de «progiciel de gestion de projet » (Français → Anglais) :

8. Takes note of information from the Agency that as of 1 January 2011, the Agency introduced an integrated Enterprise Resource Planning System (ERP) with SAP as the provider to remedy its long delay for recovery orders; takes note that with this new system the Agency feeds the data from its current operational systems (e.g. SIAMED) via a dashboard directly into the financial module SAP;

8. Takes note of information from the Agency that as of 1 January 2011, the Agency introduced an integrated Enterprise Resource Planning System (ERP) with SAP as the provider to remedy its long delay for recovery orders; takes note that with this new system the Agency feeds the data from its current operational systems (e.g. SIAMED) via a dashboard directly into the financial module SAP;

22. Deplores the fact that research funding is still very fragmented in Europe, with multiple sources of funding from the Member States and the Community applying different priorities, evaluation criteria, definitions and procedures, leading to unnecessary overlap, confusion, error and lack of critical mass; asks the Commission and the Council to put the issues of cooperation and coordination between the various EU and national programmes at the top of the agenda; calls on the Commission to carry out an analysis to improve the link between European and national actions, including possible coordination in the phases of formulating calls for proposals and e ...[+++]valuating projects, as well as the identification of national rules or laws that hinder or complicate the financial management of international research cooperation projects; asks that calls for proposals, including those of July 2011, be issued in consultation with the Member States, not duplicating or competing with national initiatives but complementing them; in this respect, considers that the ERA-Net scheme should be strengthened as a tool to support excellence and the development of criteria for quality indicators which constitutes the basis for coordination between programmes or joint ventures; suggests that FP7 should complement the efforts of actors managing national programmes involved in joint programming in order to move the RDFPs away from project management thinking towards programme management thinking, but without neglecting the management of small projects; believes that for Joint Programming to be successful, projects should be selected on the basis of excellence, tailored to the characteristics of each sector, the coordinating role of the Commission should be strengthened, and participating Member States should honour their financial commitments; asks that the last three years of FP7 be devoted to helping structure the European Research Area;

22. Deplores the fact that research funding is still very fragmented in Europe, with multiple sources of funding from the Member States and the Community applying different priorities, evaluation criteria, definitions and procedures, leading to unnecessary overlap, confusion, error and lack of critical mass; asks the Commission and the Council to put the issues of cooperation and coordination between the various EU and national programmes at the top of the agenda; calls on the Commission to carry out an analysis to improve the link between European and national actions, including possible coordination in the phases of formulating calls for proposals and e ...[+++]valuating projects, as well as the identification of national rules or laws that hinder or complicate the financial management of international research cooperation projects; asks that calls for proposals, including those of July 2011, be issued in consultation with the Member States, not duplicating or competing with national initiatives but complementing them; in this respect, considers that the ERA-Net scheme should be strengthened as a tool to support excellence and the development of criteria for quality indicators which constitutes the basis for coordination between programmes or joint ventures; suggests that FP7 should complement the efforts of actors managing national programmes involved in joint programming in order to move the RDFPs away from project management thinking towards programme management thinking, but without neglecting the management of small projects; believes that for Joint Programming to be successful, projects should be selected on the basis of excellence, tailored to the characteristics of each sector, the coordinating role of the Commission should be strengthened, and participating Member States should honour their financial commitments; asks that the last three years of FP7 be devoted to helping structure the European Research Area;

Preparatory action is underway involving feasibility studies and pilot projects costing 22 million ecus in the domains of EURO-ISDN (Integrated Service Digital Network, involving health care, teleworking, education, applications for small and medium-sized enterprises and desktop/multimedia services. Following a mandate from the Essen European Council in December last year, the Commission has established a high level group to define the criteria for the setting up of environmental networks. The idea is for member states to join in developing projects of common interest for environmental protection or improvement such as waste management o ...[+++]r water policy. In terms of the transport networks, assessing the progress of the 14 priority projects is complicated by the fact that these are long-term infrastructure projects, necessarily cross-border: it may be that there is substantial progress in one section of a project and no action elsewhere. Establishing the proper legal framework for the TENs has been greatly hampered by disagreement between Member States and the European Parliament as to whether to include the priority projects as agreed at Essen and an article on the need for environmental assessments - to which the Commission is committed. Of greater long term concern to the Commission is the perceived reluctance of national governments to adapt their national priorities to building the TENs network. While welcoming the potential benefits - competitiveness, job creation and economic cohesion - many countries behave as if construction and funding are the job of someone else. This is reflected in terms of slow progress in defining projects (eg. the Munich-Verona ie.Brenner), conflicting scheduling on the part of national authorities either side of a border (eg. PBKAL, HST-East), failure to resolve financing questions (eg PBKAL, Brenner, HST-East) and inability to from multinational project authorities to co- ordinate work on projects (eg. PBKAL, Brenner).

ALGERIA : 3 900 000 ECU Training of administrative staff for heavy industry The aims of the project are as follows : - provision of management training for 6 000 senior administrative staff in Algerian heavy industry over 5 years in the following fields : general administration, production management, financial management and accountancy, management of human resources, project management and marketing ; - training of instructors so as to ensure the continuity and staffing of the programmes ; - purchase of teaching aids (library and documentation) and of technical back-up equipment (photocopiers, slide-projectors, etc...) to ensure t ...[+++]he smooth operation of the three training centres ; - 2 - TUNISIA : 1 000 000 ECU Strengthening the research capacity of the Directorate of Water Resources of the Ministry of Agriculture The steady development of agriculture is one of the priorities of the VIth Tunisian Economic Development Plan (1982-1986).