Traduction de «étapes principales d'un projet » (Français → Anglais) :

senior project officer

staged development of a project

Definition: Personality disorder characterized by a definite tendency to act impulsively and without consideration of the consequences; the mood is unpredictable and capricious. There is a liability to outbursts of emotion and an incapacity to control the behavioural explosions. There is a tendency to quarrelsome behaviour and to conflicts with others, especially when impulsive acts are thwarted or censored. Two types may be distinguished: the impulsive type, characterized predominantly by emotional instability and lack of impulse control, and the borderline type, characterized in addition by disturbances in self-image, aims, and intern ...[+++]al preferences, by chronic feelings of emptiness, by intense and unstable interpersonal relationships, and by a tendency to self-destructive behaviour, including suicide gestures and attempts. | Personality (disorder):aggressive | borderline | explosive

project designed for staged development

multistage project

(2) Progress is rapidly needed on key pending proposals before Council and the European Parliament in order to identify the priorities for Trans-European Transport Networks, mainly rail projects, to maximise the impact of TENs funding for transport, energy and new communications services, to provide greater certainty for investment in transport projects, to make the regulatory framework for public procurement compatible with the needs of complex infrastructure projects such as TENs and to complete and improve the regulatory framework ...[+++]in other ways that will encourage RD and innovation by making them more rewarding for the private sector.

4. Notes with concern that the level of committed appropriations carried over to 2014 was high at 27 % for Title II (administrative expenditure) and at 69 % for Title III (operating expenditure); acknowledges that the carry-overs under Title II mainly relate to the planned purchase of IT goods and services; acknowledges furthermore that the carry-overs under Title III mainly reflect the multiannual nature of the Agency’s operational projects, where payments are made according to a planned schedule; ascertains from the Agency that the fact that the level of cancellations is less than 2 % is an indication of good planning and the good m ...[+++]anagement of carry-overs;

4. Notes with concern that the level of committed appropriations carried over to 2014 was high at 27 % for Title II (administrative expenditure) and at 69 % for Title III (operating expenditure); acknowledges that the carry-overs under Title II mainly relate to the planned purchase of IT goods and services; acknowledges furthermore that the carry-overs under Title III mainly reflect the multiannual nature of the Agency’s operational projects, where payments are made according to a planned schedule; ascertains from the Agency that the fact that the level of cancellations is less than 2 % is an indication of good planning and the good m ...[+++]anagement of carry-overs;

3. Notes, in that connection, that although Europol has made progress over the years in the area of the preparation, implementation and documentation of procurement procedures, the effectiveness of those procedures still needs to be improved, in that selection criteria are still not sufficiently specific and price offers are still not realistic or consistent with established professional requirements; welcomes Europol’s efforts to set up a central procurement entity with responsibility for ensuring that high standards are maintained at all the main stages in the procurement process; takes the view th ...[+++]at this will result in better quality control during tender procedures and ensure that the tenders submitted are robust and meet the requirements laid down; notes the information contained in Europol’s answers concerning the review being conducted of recruitment and procurement procedures as a whole, with the aim of refining the current internal organisational set-up;