Examples of using Modularization project in English and their translations into Arabic
{-}
-
Colloquial
-
Political
-
Ecclesiastic
-
Ecclesiastic
-
Computer
Lack of sufficient planning for the modularization project.
Governance of the modularization project needs to function more robustly.
(c) Costs for materials and testing in the modularization project;
At the end of June 2013, the modularization project completed the third year of its five-year implementation.
Lack of a single point of accountability for the modularization project.
The intention was to integrate the modularization project into the new supply chain pillar.
(c) Lack of a single point of accountability for the modularization project.
(d) An 18-month delay in the modularization project attributed to delays in finalizing the statement of work for enabling capacity and the associated procurement strategy;
The Department wasproceeding on schedule with the development of phase one of the modularization project.
The Administration has also improved the governance of the modularization project, but we continued to note some deficiencies in project management.
(p) Establish an action plan for the expeditious finalization of the statement ofwork to avoid further slippage in the implementation of the modularization project.
The envisaged benefits of $6.8 million in relation to modularization project could not be well justified.
(b) Cases where the envisaged benefits of project implementation were not well justified, in particular,the envisaged savings of $6.8 million through the implementation of the modularization project.
The responsibility of the design, review and implementation of the modularization project rests with the Global Service Centre.
It was informed that, consistent with the objectives of the global field support strategy, an expert assessment of their environmentalimpact had to be conducted for all engineering and modularization projects.
Also, the Department of FieldSupport is revising the governance structure of the modularization project and expects it to be completed during the first quarter of 2013.
We also consider some critical risks to be missing, for example, the risk of delay in development of statements of work for modularization is not included in the riskframework despite its having led to an 18-month delay in the modularization project.
The Board of Auditors noted that, according to the modularization project ' s five-year, plan issued in December 2011, the development of a statement of work for enabling capacity was based on service packages.
The Board also noted deficiencies in relation to the Global Service Centre Steering Committee, Regional Service Centre Steering Committee and the governance frameworks for the Transportation andMovements Integrated Control Centre and modularization project.
The Administration revised the governance structure of the modularization project, as previously recommended by the Board, to include two project sponsors(Director of the Logistics Support Division and Director of the Global Service Centre).
Ineffective functioning of project governance mechanisms was noted at both the Headquarters and pillar levels, such as the Global Field Support Strategy Steering Committee and Client Board,the Global Service Centre Steering Committee and governance of the modularization project.
We consider that the Administration needs to further clarify the vision for each pillar,enhance the governance of the modularization project and establish a benefits management strategy for the global field support strategy.
(i) Improve coordination across the modularization project, especially between the Global Service Centre, the Logistics Support Division of the Department of Field Support and the Procurement Division;and strengthen the functioning of the revised modularization project governance;
(k) Improve the functioning of the Global Field Support Strategy Steering Committee, the Client Board and the Global Service Centre Steering Committee to ensure more transparent and effective decision-making;and review and revise the current governance structure of the modularization project to establish single-point accountability for the project ' s success and benefits delivery;
In July 2012 two project managers were nominated to oversee execution of the modularization project together, indicating that there was no project manager responsible and accountable for managing the project from April to July 2012.
The modularization project had been delayed by 10 months at the time of audit owing to(i) the lack of a senior responsible owner for the project who is ultimately accountable for its success and benefits delivery; and(ii) delays in finalization of the project ' s statement of work.
The Administration agreed with the Board ' s recommendation that it(a) ensure that the Global Field Support Strategy Steering Committee and Client Board and the Global Service Centre Steering Committee need to consider how they function to improve the transparency and effectiveness of decision-making; and(b)review and revise the current governance structure of the modularization project to ensure single accountability for the project ' s success and the timely delivery of the envisaged benefits.
(a) The governance of the modularization project needs to function more robustly. The successful implementation of the modularization project relies mainly on the efforts of the Global Service Centre, the Logistics Support Division of the Department of Field Support and the Procurement Division.
In paragraph 177, the Administration agreed with the Board ' s recommendation that it(a) ensure that the global field support strategy Steering Committee and Client Board and the Global Service Centre Steering Committee need to consider how they function to improve the transparency and effectiveness of decision-making; and(b)review and revise the current governance structure of the modularization project to ensure single accountability for the project ' s success and the timely delivery of the envisaged benefits.
The Board noted that the modularization project has two project sponsors Director of the Logistics Support Division in the Department of Field Support and Director of the Global Service Centre and two project managers(one at the Logistics Support Division responsible for development of the statement of work and the other at the Global Service Centre responsible for designing of modules).