natgillin/translations-raw huggingface dataset:
Sådanne overførsler har et af følgende formål: — at tilvejebringe yderligere finansielle ressourcer, som ikke var opført i det oprindelige, godkendte budget — at omfordele midler mellem budgetenhederne som reaktion på ændringer i de planlagte aktiviteter. 
The purpose of such transfers is to either: — provide additional financial resources not included in the initial approved budget; or — re-allocate funds across budget centres in response to changes in planned activities.
Retten undersøgte i alt 30 budgetoverførsler (1) vedrørende budgetårene 2006 og 2007. 
30 budget transfers (1) were examined by the Court covering both the 2006 and the 2007 budget years.
I forbindelse med tre overførselsanmodninger blev godkendelsen ikke givet på det rigtige ledelses­ niveau, og den var derfor ikke korrekt. 
In the case of three transfer requests, the approval was not given at the appropriate level, therefore lacking the required authorisation.
I ét af disse tre tilfælde blev anmodningerne om budgetoverførsel godkendt af Projektstyringskomitéen i stedet for af direktionen. 
For one of these three cases, the budget transfer request was approved by the Project Steering Committee instead of the Executive Board.
Budgetrapportering 15. 
Budget reporting 15.
Afdelingen for Budget og Projekter rapporterer til budgetenhederne i form af en månedlig oversigt, som for hvert forretningsområde giver et resumé af den foregående måneds væsentligste oplysninger om budget og om menneskelige ressourcer. 
The reporting from the Budget and Projects division to the budget centres takes the form of a monthly table. This summarises, at Business Area level, the main budget and human resources information of the previous month.
Retten konstaterede, at kvaliteten af oplysningerne i denne måned­ lige rapport samlet set var tilfredsstillende. 
The quality of the information included in this monthly report was found to be satisfactory overall.
Retten bemærkede dog, at oplysningerne blev sendt til budget­ enhederne med så stor forsinkelse, at ledelsen ikke havde ajourførte oplysninger til rådighed i rette tid. 
However, it was noted that the information was sent to the budget centres with such a delay that up-to-date information was not available to management on a timely basis.
I løbet af året udsendes der tre store budgetrapporter (2), og der udsendes desuden ad hoc-budgetoplysninger på anmodning. 
Three main budget reports (2) are issued during the year, as well as ad-hoc budgetary information when requested.
Den overordnede struktur forblev den samme i perioden fra 2006 til 2008, men kvantiteten og kvaliteten af de udsendte budgetoplysninger blev forbedret væsentligt. 
Over the period 2006 to 2008, while the overall structure remained the same, the quantity and quality of the budgetary information provided improved significantly.
KONKLUSIONER OG ANBEFALINGER Var ECB's budgetoverslag realistiske? 
CONCLUSIONS AND RECOMMENDATIONS Were the ECB’s budget forecasts realistic?
ECB'soverslagoverdebudgetmæssigebehovmedhensyntilforretningsområdernesfasteudgiftervar rimelig realistiske, og banken opnåede en ret høj budgetudnyttelsesgrad i både budgetåret 2006 og budget­ året 2007. 
TheECBestimateditsbudgetaryneedsoftheBusinessArea’srecurrentexpenditurereasonably realisticly and achieved a fairly high budget implementation for both the 2006 and the 2007 budget years.
Budgetoverslagene vedrørende aktiviteter såsom projekter og ændring/udvikling af banken viste sig imidlertid at være urealistiske på grund af de væsentlige forsinkelser i projektgennemførelsen i 2006 og — i mindre grad — i 2007. 
However, budget forecasts for such activities as for ‘Projects’ and ‘Changing/building the Bank’ turned out to be unrealistic, in view of significant delays in the project execution in 2006 and, to a lesser extent, in 2007.
(1) Fra de 10 budgetenheder, som er nævnt i punkt 5. 
(1) Of the 10 budget centres mentioned in paragraph 5.
(2) De tre store budgetrapporter er: rapporten om budgetfremlæggelsen, rapporten om det halvårlige budgetoverslag og rapporten om budgetovervågningen ved årets udgang. 
(2) The three main budget reports are: the budget submission report, the mid-year budget forecast report and the year-end budget monitoring report.
DA 4.9.2009 DenEuropæiskeUnionsTidende C210/7 Udformede ECB hensigtsmæssige regler og procedurer for budgetforvaltningen? 
EN 4.9.2009 OfficialJournaloftheEuropeanUnion C210/7 Did the ECB design adequate budgetary management rules and procedures?
OverordnetsetvarECB'sreglerogprocedurerforbudgetforvaltningenudformethensigtsmæssigt.De beskrev rammerne for bankens budgetforvaltningsprocedurer, og for hvert trin i processen definerede de klart aktørernes roller og ansvar samt de forventede resultater. 
TheECB’sbudgetarymanagementrulesandprocedureswereoveralladequatelydesigned.Theyset out the framework for the bank’s budget management procedures and clearly define roles, responsibilities and expected deliverables at each stage of the process.
Det var en positiv udvikling, at de forskellige administrative cirkulærer og noter i 2007 blev konsolideret i to hoveddokumenter. 
The consolidation in 2007 of the various adminis­ trative circulars and notes into two main documents was a positive development.
Det kan dog stadig føre til inkonsekvens, at der findes to dokumenter. 
However, the existence of two documents, may give rise to inconsistencies.
Implementeringen af det ERP-system, der understøtter budgetprocessen, var plaget af væsentlige mangler og forsinkelser, fordi en del af de aftalte funktioner ikke blev leveret af tjenesteyderen. 
As a result of the service provider failing to deliver part of the agreed set of functionalities, the implementation of the ERP system used to support the budgetary process, faced significant deficiencies and delays.
Det førte til nedsat administrativ produktivitet, fordi der måtte udføres ekstra arbejde for at kompensere for de manglende funktioner. 
This resulted in administrative inefficiencies as significant additional work was required to mitigate the missing functionalities.
Blev reglerne og procedurerne for budgetforvaltningen anvendt korrekt? 
Were the budgetary management rules and procedures properly applied?
Genereltblevbudgetreglerneog-procedurerneanvendttilfredsstillendeundtageniforbindelsemed budgetoverførsler, hvor der blev konstateret tilfælde af godkendelsesfejl. 
Theapplicationofthebudgetaryrulesandprocedureswasingeneralsatisfactory,exceptforthe budget transfers, where instances of errors at authorisation level were noted.
Procedurerne for budgetplanlægning og -rapportering var hensigtsmæssige. 
The budget planning and reporting procedures were adequate.
Kvaliteten af oplysningerne i ECB's budgetrapporter blev væsentligt forbedret i perioden fra 2006 til 2008. 
The quality of the information provided in the ECB’s budget reports significantly improved during the period 2006-2008.
Rettenanbefaler,atECB: — analyserer årsagerne til projektforsinkelserne og foreslår tiltag, der kan forbedre budgetteringen af projekterne — konsoliderer budgetreglerne og -procedurerne i et enkelt dokument — udarbejder en handlingsplan med henblik på at løse problemerne med implementeringen af ERP-systemet — styrker kontrolprocedurerne vedrørende budgetoverførsler. 
TheCourtrecommendsthattheECB: — analyses the reasons leading to project delays and proposes actions to improve project budgeting; — consolidates the budgetary rules and procedures into one single document; — establishes an action plan aiming to resolve the problems encountered with the implementation of the ERP system; — enhances control procedures in the area of budget transfers.
Vedtaget af Revisionsretten i Luxembourg på mødet den 15. og 16. juli 2009. 
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 15 and 16 July 2009.
På Revisionsrettens vegne Vítor Manuel DA SILVA CALDEIRA Formand 
For the Court of Auditors Vítor Manuel DA SILVA CALDEIRA President
DA C 210/8 Den Europæiske Unions Tidende 4.9.2009 Den Europæiske Centralbank (ECB) har med glæde modtaget Revisionsrettens beretning for regnskabsåret 2006 og påskønner Rettens bemærkninger og anbefalinger til forbedring. 
EN C 210/8 Official Journal of the European Union 4.9.2009 The European Central Bank (ECB) welcomes the report of the European Court of Auditors (ECA) for the financial year 2006, and expresses its appreciation for the Court’s observations and recommendations for improvement.
ECB tager også til underretning, at Retten bekræfter, at udformningen af reglerne og procedurerne for budgetforvaltningen alt i alt er hensigtsmæssig, og at anvendelsen af budgetreglerne og -proce­ durerne generelt er tilfredsstillende. 
The ECB also notes the Court’s acknowledgment that its budgetary management rules and procedures were, all in all, adequately designed, and that the application of budgetary rules and procedures was generally satisfactory.
ECB tager Rettens bemærkninger og anbefalinger til forbedring til efterretning. 
The ECB takes note of the Court’s observations and recommen­ dations for improvement.
Nedenfor findes ECBs bemærkninger til speci­ fikke punkter samt til de fire anbefalinger. 
Below are some comments from the ECB with regard to specific paragraphs and to the four recom­ mendations.
Punkt 9: ECB gør opmærksom på kompleksiteten af et organi­ sationsdækkende program som Enterprise Resource Planning-system (ERP) og kan oplyse Revisionsretten om, at leveringen af de udestående budgetfunktioner skete inden udgangen af 2008 til ECB’s tilfredshed. 
Paragraph 9: In noting the complexity of a cross-organisational programme such as an Enterprise Resource Planning (ERP) system, the ECB would like to inform the ECA that the outstanding budget functions were delivered to the ECB’s satis­ faction prior to the end of 2008.
Punkt 12: ECB vil gerne fremhæve, at de budgetnedskæringer, som blev foretaget fra centralt hold af ECB, svarede til et effek­ tiviseringstiltag, der gjorde det muligt for institutionen yderligere at stramme kontrollen med budgettet. 
Paragraph 12: The ECB wishes to highlight that the central budget cuts, as applied at the ECB, corresponded to a measure of efficiency that has enabled the institution to further tighten the budget.
Disse budgetnedskæ­ ringer er blevet overført til reserven til uforudsete udgifter, og herfra er midler blevet frigjort, når det har været retfærdiggjort af forretningsmæssige årsager. 
These central budget cuts have been transferred to the contingency reserve, and, from there, funds have been released when justified by an appropriate business case.
Interessenterne i ECB’s budget, dvs. Budgetkomiteen, Direktionen og Styrelsesrådet, støttede dette tiltag. 
This measure has been supported by the ECB’s budget stakeholders: the Budget Committee, the Executive Board and the Governing Council.
Anbefaling 1: ECB tager anbefalingen til underretning og vil i 2009 gennemgå procedurerne for budgetteringen af projekterne med henblik på at identificere mulige forbedringer. 
Recommendation 1: The ECB accepts the recommendation and will review its project budget planning process in 2009, with the aim of identifying improvement opportunities.
ECB ønsker endvidere at understrege, at projektbudgetter er underlagt talrige antagelser og i forhold til normale administra­ tive budgetter en høj grad af usikkerhed. 
The ECB also wishes to emphasise that project budgets are subject to numerous assumptions and to a high degree of uncertainty when compared with normal administrative budgets.
Desuden opstår projektforsinkelser ofte som følge af eksogene faktorer, der påvirker projektgennemførelsen. 
Project delays are also often triggered by exogenous factors affecting the implementation of the project.
Anbefaling 2: ECB tager anbefalingen til underretning og vil konsolidere procedurerne i overensstemmelse hermed. 
Recommendation 2: The ECB accepts the recommendation and will consolidate the procedures as appropriate.
Anbefaling 3: ECB tager bemærkningerne til underretning og har allerede gennemført tiltag til rettidigt at identificere og løse problemer i forbindelse med implementeringen af ERP-løsningen. 
Recommendation 3: The ECB acknowledges the observations and has already implemented measures to identify and resolve problems encountered in the implementation of the ERP solution in a timely manner.
Anbefaling 4: Implementeringen af ERP-løsningen har medført, at overførselsproceduren er udskiftet med en behovsorienteret fremadrettet justering af budgettet (»on-demand forecasting exercise«), som foretages hver måned. 
Recommendation 4: The implementation of the ERP solution has led to the replacement of the transfer process by an ‘on-demand forecasting exercise’ that is conducted each month.
Alle anbefalinger implementeres inden udgangen af 2009. 
All recommendations will be implemented by the end of 2009.
DEN EUROPÆISKE CENTRALBANKS SVAR 
REPLY OF THE EUROPEAN CENTRAL BANK
DA 9.2.2010 DenEuropæiskeUnionsTidende C32/1 IV (Oplysninger) OPLYSNINGER FRA DEN EUROPÆISKE UNIONS INSTITUTIONER, ORGANER, KONTORER OG AGENTURER REVISIONSRETTEN Beretning om effektiviteten af Den Europæiske Centralbanks forvaltning i regnskabsåret 2007, med Den Europæiske Centralbanks svar Forkortelser Indledning Revisionens omfang og revisionsmetoden Bemærkninger Punkt 1 - 4 5 - 9 10 - 58 10-28 11 - 13 14-18 19-21 22-28 29-58 30-35 36-39 40-42 43-58 59 - 68 59-63 64-68 (2010/C 32/01) INDHOLD Havde ECB fastlagt en hensigtsmæssig ledelsesstruktur for styringen af sine it-projekter? 
EN 9.2.2010 OfficialJournaloftheEuropeanUnion C32/1 IV (Notices) NOTICES FROM EUROPEAN UNION INSTITUTIONS, BODIES, OFFICES AND AGENCIES COURT OF AUDITORS Report on the audit of the operational efficiency of the management of the European Central Bank for the 2007 financial year together with the replies of the European Central Bank List of abbreviations and glossary Introduction Audit scope and approach Observations Paragraph 1 -4 5 -9 10 - 58 10 - 28 11 - 13 14-18 19-21 22-28 29 - 58 30-35 36-39 40-42 43-58 59-68 59 - 63 64 - 68 (2010/C 32/01) TABLE OF CONTENTS Did the ECB have an appropriate governance framework for the management of its IT projects in place?
Havde ECB en flerårig it-strategi, som var i overensstemmelse med dens overordnede organisatoriske mål og målsætninger? 
Did the ECB have a multiannual IT strategy which is aligned with its overall organisational goals and objectives?
Foretog ECB en effektiv årsbaseret planlægning af aktiviteter med relation til it-projekterne? 
Did the ECB plan its IT project-related activities on an annual basis?
Var processen for udvælgelse af it-projekter til gennemførelse baseret på velfunderede kriterier? 
Was the process of selecting IT projects for implementation based on sound criteria?
Var der fastlagt hensigtsmæssige procedurer for styringen af it-projekterne? Blev ledelsesstrukturen for styringen af it-projekterne anvendt efter hensigten? 
Were appropriate procedures established for the management of the IT projects? Was the governance framework established for the management of the IT projects applied as intended?
Blev de enkelte projekter planlagt tilstrækkeligt? 
Were individual projects adequately planned?
Blev projekterne gennemført korrekt? 
Were the projects properly implemented?
Blev projekterne overvåget korrekt? 
Were the projects properly monitored?
Blev projekterne vurderet formelt ved projektafslutningen? 
Was a formal assessment of the projects carried out at completion?
Konklusioner og anbefalinger Havde ECB fastlagt en hensigtsmæssig ledelsesstruktur for styringen af sine it-projekter? 
Conclusions and recommendations Did the ECB have an appropriate governance framework for the management of its IT projects in place?
Blev ledelsesstrukturen for styringen af it-projekterne anvendt efter hensigten? 
Was the governance framework established for the management of the IT projects applied as intended?
Bilag — Oversigt over de projekter, Den Europæiske Revisionsret undersøgte 
Annex — Overview of the projects examined by the European Court of Auditors
C 32/2 Den Europæiske Unions Tidende 9.2.2010 FORKORTELSER COBIT DG-H DG-IS ECB EER ESCB It KPI MAU MDP MPIDS PMBOK PMI POCP Target 2 SSP TCERTO Control Objectives for Information and related Technology Generaldirektoratet for Human Resources, Budget og Organisation Generaldirektoratet for Informationssystemer Den Europæiske Centralbank ECBLAN Eurotower Refresh (opdatering af ECBLAN i Eurotower) Det Europæiske System af Centralbanker Informationsteknologi Nøgleresultatindikator (Key Performance Indicator) Main computer rooms Area Upgrade at the Eurotower building (opgradering af de vigtigste computerrum i Eurotower) Market Data Provision (levering af markedsdata) Monetary Policy Implementation Decision support System (system til støtte for beslutninger om gennemførelse af pengepolitikken) Project Management Body of Knowledge Project Management Institute Procedurer for projektorganisering og -kontrol (Project Organisation and Control Procedures) Target 2 Single Shared Platform (den fælles platform Target 2) Teleconference, CoreNet, ESCB-Net enlargement to Bulgaria and Romania (udvidelse af tele­ konference, CoreNet og ESCB-Net til Bulgarien og Rumænien) DA 
C 32/2 Official Journal of the European Union 9.2.2010 LIST OF ABBREVIATIONS AND GLOSSARY COBIT DG-H DG-IS ECB EER ESCB IT KPI MAU MDP MPIDS PCR PMBOK PMI POCP PSD PSG PSR SLA Target 2 SSP TCERTO Control Objectives for Information and related Technology Directorate-General Human Resources, Budget and Organisation Directorate-General Information Systems European Central Bank ECBLAN Eurotower Refresh European System of Central Banks Information Technology Key Performance Indicator Main computer rooms Area Upgrade at the Eurotower building Market Data Provision Monetary Policy Implementation Decision Support System Project Closure Report Project Management Body of Knowledge Project Management Institute Project Organisation and Control Procedures Project Submission Document Project Steering Group Project Status Report Service Level Agreement Target 2 Single Shared Platform Teleconference, CoreNet, ESCB-Net enlargement to Bulgaria and Romania EN
DA 9.2.2010 DenEuropæiskeUnionsTidende C32/3 INDLEDNING 1. 
EN 9.2.2010 OfficialJournaloftheEuropeanUnion C32/3 INTRODUCTION 1.
DenEuropæiskeCentralbank(ECB-banken)ogdenationalecentralbankeriEU'smedlemsstaterudgør tilsammen Det Europæiske System af Centralbanker (ESCB). 
TheEuropeanCentralBank(ECB,‘thebank’)andthenationalcentralbanksofallEUMemberStates together constitute the European System of Central Banks (ESCB).
Hovedmålet for ESCB er at fastholde prissta­ bilitet. 
The primary objective of the ESCB is to maintain price stability.
ESCB støtter også de generelle økonomiske politikker i Unionen med henblik på at bidrage til gennemførelsen af Unionens mål (1). 
The ESCB also supports general economic policies in the Union with a view to contributing to the achievement of the Union objectives (1).
Med henblik herpå udfører ECB de opgaver, som er fastlagt i dens statut (2), og den er ansvarlig for forvaltningen af sine egne aktiviteter og finansielle midler. 
To this end, the ECB carries out the tasks specified in its Statute (2) and is responsible for managing its activities and finances.
Rettens revision af effektiviteten af ECB's forvaltning er baseret på artikel 27.2 i protokollen om statutten for ESCB og ECB (3). 
The Court’s audit of the operational efficiency of the ECB is based on Article 27.2 of the Protocol on the Statute of the ESCB and of the ECB (3).
Emnet for revisionen var ECB's styring af it-projekter i regnskabsårene 2007 og 2008. 
The audit subject was the ECB’s management of IT projects for both the 2007 and the 2008 financial years.
Retten tog også ændringer i ECB's praksis i første kvartal 2009 i betragtning. 
Developments in the ECB’s practices in the first quarter of 2009 were also taken into account.
Sidstnævnte del består af to hovedgrupper af aktiviteter: i) projektaktiviteter, dvs. store ECB-og ESCB-projekter, andre projekter, små udviklingstiltag og centrale it-investeringer ii) seddelaktiviteter, hovedsagelig forskning og udvikling vedrørende pengesedler. 
The latter part is made up of two main groups of activities: (i) project activities, consisting of major ECB and ESCB projects, other projects, small developments and centralised IT investments; and (ii) banknote activities, consisting mainly of banknote research and development.
Udgifterne til it-projekter (5) i 2007 beløb sig til ca. 20 millioner euro af de 31 millioner euro, ECB i alt brugte på projektaktiviteter. 
ECB expenditure on IT projects (5) in 2007 amounted to approximately 20 million euro out of a total of 31 million euro spent by the ECB on all project activities.
REVISIONENS OMFANG OG REVISIONSMETODEN 5. 
AUDIT SCOPE AND APPROACH 5.
HovedmåletforRettensrevisionvaratvurdereECB'sstyringafit-projektervedatsøgesvarpåto revisionsspørgsmål: — Havde ECB fastlagt en hensigtsmæssig ledelsesstruktur for styringen af sine it-projekter? — Blev ledelsesstrukturen for styringen af it-projekterne anvendt efter hensigten? 
The main objective of the Court’s audit was to assess the ECB’s management of IT projects by addressing the following two audit questions: — Did the ECB have an appropriate governance framework for the management of its IT projects in place? — Was the governance framework established for the management of the IT projects applied as intended?
Revisionen omfattede en vurdering af de regler og procedurer, som finder anvendelse på de forskellige trin i ECB's styring af it-projekterne, og en undersøgelse af, hvordan de blev anvendt. 
The audit comprised an assessement of the ECB’s rules and procedures applicable to the different stages of managing the IT projects, as well as an examination of their application.
VedRettensvurderingaf,omECBhavdefastlagtenhensigtsmæssigledelsesstruktur,blevdevæsent­ ligste dokumenter og procedurer, der vedrørte styringen af it-projekter, taget i betragtning. 
TheCourt’sassessmentofwhethertheECBhadestablishedanappropriategovernanceframework included consideration of all main documents and procedures relating to the management of IT projects.
Hoveddoku­ mentet i forbindelse med projektstyringen er procedurerne for projektorganisering og -kontrol (Project Organisation and Control Procedures (POCP)) (6). 
The principal document used in the management of projects is the Project Organisation and Control Procedures (POCP) (6).
Ved vurderingen af, om it-ledelsesstrukturen var hensigts­ mæssig, blev internationalt anerkendte standarder og bedste praksis, såsom »Project Management Body of Knowledge« (PMBOK) (7) udarbejdet af Project Management Institute (PMI) og »Control Objectives for Infor­ mation and related Technology« (COBIT) udarbejdet af IT Governance Institute, taget i betragtning. 
For assessing the appropriateness of the IT governance framework, internationally recognised standards and best practice, such as the Project Management Body of Knowledge (PMBOK (7) of the Project Management Institute (PMI) and the Control Objectives for Information and related Technology (COBIT) of the IT Governance Institute were also considered.
(1) Artikel 105, stk. 1, i traktaten om oprettelse af Det Europæiske Fællesskab, nu artikel 127, stk. 
(1) Article 105(1) of the Treaty establishing the European Community, now Article 127(1) of the Treaty on the functioning of the European Union.
(3) Artikel 27, stk. 2: »Traktatens artikel 248 gælder kun for efterprøvning af, hvor effektiv ECB's forvaltning er i operationel henseende.« De institutionelle bestemmelser om ECB er fastsat i EF-traktatens artikel 112-115, nu artikel 283, 294, 134 og 135 i traktaten om Den Europæiske Unions funktionsmåde. 
(3) Article 27(2) stipulates: ‘The provisions of Article 248 of the Treaty shall only apply to an examination of the operational efficiency of the management of the ECB’. The institutional provisions relating to the European Central Bank are included in Articles 112-115 of the EC Treaty, now Articles 283, 294, 134 and 135 of the Treaty on the Functioning of the European Union.
(4) ECB er opdelt i 17 forretningsområder, der afspejler bredden i ECB's funktioner. 
(4) The ECB is divided into 17 Business Areas reflecting the breadth of the functions of the ECB.