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

15. Notes that in accordance with the strategic audit plan for 2012-2014 approved by the Joint Undertaking's Governing Board on 3 November 2011, the Commission's Internal Audit Service (IAS) performed an assurance engagement of project management and reporting on operational performance; points out that the final report which was dated 30 January 2014 includes recommendations regarding the Joint Undertaking's process of improving its monitoring systems on operational performance, such as reviewing the ...[+++]design and reporting of objectives and key performance indicators ("KPIs"), strengthening of the project monitoring and improving the IT systems to enhance reporting;

15. Notes that in accordance with the strategic audit plan for 2012-2014 approved by the Joint Undertaking's Governing Board on 3 November 2011, the Commission's Internal Audit Service (IAS) performed an assurance engagement of project management and reporting on operational performance; points out that the final report which was dated 30 January 2014 includes recommendations regarding the Joint Undertaking's process of improving its monitoring systems on operational performance, such as reviewing the ...[+++]design and reporting of objectives and key performance indicators ("KPIs"), strengthening of the project monitoring and improving to the IT systems to enhance reporting;

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 evaluating 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;

This can be done by optimizing the IT-systems, supporting project management and by through personalized support by the EU Project Officer (maintain the same project officer throughout the lifetime of the project).

17. Stresses that separate collection of bio-waste or other bio-waste management systems that maximise resource recovery should be incorporated in a European Union framework and calls on Member States to consider establishing separate collection schemes for bio-waste; considers that financial incentives are needed to expand this separate collection and other bio-waste management systems that maximise resource recovery;

Furthermore, the JRC will continue implementing the ambitious managerial improvement scheme it started with the introduction of Total Quality Management (TQM), strengthened project management procedures and project oriented budgeting.