Tradução de«gestor de projetos » (Português → Inglês) :

IT project manager | web projects manager | ICT project manager | IT projects manager

civil engineering consultant | civil engineering expert | civil engineer | director of infrastructure projects

pipeline environmental project supervisor | supervisor of pipeline environmental projects | pipeline environmental impact manager | pipeline environmental project manager

ITS project | intelligent transportation system project

private Member's bill [ private Member's public bill ]

eco-activity [ green project ]

architectural design [ building design ]

budget proposal | draft budget | budget bill

project of common interest [ declaration of European interest | project of European interest ]

community manager | online community manager | e-community manager | online community leader | community leader

Organisation and management structure and processes, teams involved in the project (including project manager, crisis management officer, human resources), organisational mission and objectives in relation to the EU Aid Volunteers initiative.

During the reporting period, the Commission convened seven expert group meetings with the Member States’ National Project Managers, to discuss the status of the VIS project, detailed technical issues, planning issues, risks and activities at central and national project levels.

83. Recalls the initial failure to select candidates in connection with the invitation to tender for the Konrad Adenauer Building project because the proposed prices submitted in response to the invitation to tender were considerably higher than the estimates; notes the subsequent decision of the Bureau in 2012 to redesign the calls for tenders for the KAD building, which led to considerably lower offers, allowing for the budget initially agreed upon for this building project to be respected; takes note that works began in September 2013 with a new project manager and enhanced partnership arrangements involving the Luxembourg Government ...[+++]support; expects that the initially agreed global budget for the construction of the project is respected, in spite of the unavoidable delay;

82. Recalls the initial failure to select candidates in connection with the invitation to tender for the Konrad Adenauer Building project because the proposed prices submitted in response to the invitation to tender were considerably higher than the estimates; notes the subsequent decision of the Bureau in 2012 to redesign the calls for tenders for the KAD building, which led to considerably lower offers, allowing for the budget initially agreed upon for this building project to be respected; takes note that works began in September 2013 with a new project manager and enhanced partnership arrangements involving the Luxembourg Government ...[+++]support; expects that the initially agreed global budget for the construction of the project is respected, in spite of the unavoidable delay;

Organisation and management structure and processes, teams involved in the project (including project manager, crisis management officer, human resources), organisational mission and objectives in relation to the EU Aid Volunteers initiative;

Organisation and management structure and processes, teams involved in the project (including project manager, crisis management officer, human resources), organisational mission and objectives in relation to the EU Aid Volunteers initiative.

Such a decision would indeed appear ultimately to run counter to the objectives of simplification and of strengthening the technical and administrative capacity of project initiators.

Your rapporteur thus would like to see clear recognition of the status of project initiators in the overseas countries and territories in line with their close partnerships with the EU and the fact that they are form part of Member States.

Insurers could develop guidance for decision makers and project developers and managers on how to use insurance to support adaptation and disaster management.

33. Regards it as essential, as part of a results-based approach, that a reasonable number of simple qualitative and/or quantitative indicators should be incorporated into the ex ante and ex post assessments of all IFIs, both as regards the financial performance of the instrument and as regards its contribution to achieving the Union’s objectives; takes the view that this requirement must not serve to impose an excessive administrative burden on project managers; emphasises, in this respect, the break in continuity in the use of an innovative IFI that may ensue from its requisite ex post assessment;

PEER 2 PEER is designed for the 24,000 officials who work for bodies managing funding and projects under the European Regional Development Fund and the Cohesion Fund.

Function: Construction Project Manager, Natanz.

The project’s handbook aims to help coastal managers apply the THESEUS methodology and select the best mitigation options. This is backed by a package of policy briefs to help decision makers identify strengths and weaknesses in existing policies, as well as key challenges they need to address.

The project involves setting up training seminars for public managers and debates on the subject in each host city of the World Cup matches, as well as increasing support to combat sexual exploitation and making victims aware of their rights.

The four-year SOLAR-JET project was launched in June 2011 and is receiving €2.2 million of EU funding from the Seventh Framework Programme for Research and Technological Development (FP7). The SOLAR-JET project brings together research organisations from academia and industry (ETH Zürich, Bauhaus Luftfahrt, Deutsches Zentrum für Luft- und Raumfahrt (DLR), Shell Global Solutions and management partner ARTTIC).

EE: At least one responsible person (project manager or consultant) must be resident in Estonia.

The project runs a freely accessible Online Resource Efficiency Toolkit to help managers to understand, prioritise, track and assess their environmental improvements and savings.

During the reporting period, the Commission convened seven expert group meetings with the Member States’ National Project Managers, to discuss the status of the VIS project, detailed technical issues, planning issues, risks and activities at central and national project levels.

3. For specific future investment projects, or specific investment projects that have been completed after 1988, the infrastructure manager may set or continue to set higher charges on the basis of the long-term costs of such projects if they increase efficiency or cost-effectiveness or both and could not otherwise be or have been undertaken.

3. For specific future investment projects, or specific investment projects that have been completed after 1988, the infrastructure manager may set or continue to set higher charges on the basis of the long-term costs of such projects if they increase efficiency or cost-effectiveness or both and could not otherwise be or have been undertaken.