natgillin/translations-raw huggingface dataset:
All projects were consistent with either the DG-IS ‘strategic/operational outline’ or the general strategies of the Business Areas concerned. 
Vsi projekti so bili skladni z „okvirnim strate­ škim/operativnim dokumentom“ DG-IS ali s splošnimi strategijami zadevnih poslovnih področij.
User demands and project specifications 33. 
Zahteve uporabnikov in projektne specifikacije 33.
In the case of three of the projects (4) examined, the user requirements were assessed and docu­ mented at the planning phase. 
Zahteve uporabnikov so bile v primeru treh pregledanih projektov (4) ocenjene in dokumentirane v fazi načrtovanja.
As the other three were just an extension of an existing network (TCERTO) or an upgrade of existing infrastructure (EER and MAU), users were not involved at the planning stage. 
Drugi trije projekti so bili le razširitev obstoječega omrežja (TCERTO) ali nadgradnja obstoječe infrastrukture (EER in MAU), zato uporabniki niso bili udeleženi v fazi načrtovanja.
In the case of MPIDS, the project specifications were developed using an iterative testing approach. 
V primeru projekta MPIDS so projektne specifikacije razvili z uporabo pristopa iterativnega preizkušanja.
This approach was not applied in the best possible way. This resulted in delays and the test versions were not as sufficiently developed as expected. 
Tega pristopa niso uporabili na najboljši možni način, kar je povzročilo zamude, preizkusne različice pa niso bile razvite tako dobro, kot se je pričakovalo.
Risk assessment 34. 
Ocena tveganja 34.
Risks of the non-achievement of project objectives should be identified to a sufficient level of detail, and should be structured and thoroughly assessed during the planning phase in terms of their probability and their potential impact on the achievement of the project’s objectives. 
Tveganja,daciljiprojektanebododoseženi,jetrebaugotovitidovoljpodrobno,vfazinačrtovanja pa je treba strukturirati in temeljito oceniti njihovo verjetnost ter potencialni učinek na doseganje ciljev projekta.
There is a specific section on risk analysis in the templates for each of the three planning documents (5). 
Model vsakega od treh dokumentov načrtovanja (5) vsebuje poseben oddelek o analizi tveganja.
This section was completed for all project PSDs. 
Ta oddelek je bil izpolnjen v vseh projektnih dokumentih o predložitvi projekta.
Nevertheless, there was no common approach to the identification of the risks faced by projects, and to the assessment of their probability and impact. 
Vendar ni bilo skupnega pristopa za ugotavljanje tveganj, ki so se pojavljala pri projektih, ter za oceno njihove verjetnosti in učinka.
The assessment was based on each project manager’s own experience. 
Ocena je temeljila na lastnih izkušnjah vsakega vodje projekta.
The MDP’s initial risk assessment considered only risks in relation to external contractors. 
Pri prvotni oceni tveganja pri MDP se je upoštevalo samo tveganja, povezana z zunanjimi izvajalci.
During project implementation, internal risks also materialised, such as resource constraints. 
Med izvajanjem projekta so se pojavila tudi notranja tveganja, kot so omejitve virov.
As these issues were not recognised as risks, no corrective action was foreseen at the planning stage. 
Ta vprašanja niso bila prepoznana kot tveganja, zato v fazi načrtovanja niso bili predvideni nobeni popravni ukrepi.
In the case of MPIDS other risks could have also been foreseen but were not mentioned in the PSD, such as the complexity of the business processes within the scope of the project. 
V primeru projekta MPIDS bi bilo mogoče predvideti tudi druga tveganja, kot je zapletenost poslovnih procesov v sklopu projekta, vendar ta tveganja v dokumentu o predložitvi projekta niso bila omenjena.
Resource management and user participation 36. 
Upravljanje virov in udeležba uporabnikov 36.
For three of the projects (6) examined, the resources and skills allocated to implement the project were sufficient. 
Viri in znanje, namenjeni za izvedbo projekta, so bili pri treh pregledanih projektih (6) zadostni.
The other three faced a problem of specialised resources, not enough of which were made available on time. 
Drugi trije projekti so se soočali s težavo, da ni bilo pravočasno na voljo dovolj specializiranih virov.
For MDP the users were not always available as a similar project had to be finalised at the same time. 
Za MDP niso bili vedno na voljo uporabniki, saj je bilo treba hkrati končati podoben projekt.
This led to delays in project implementation. 
To je privedlo do zamud pri izvedbi projekta.
In MPIDS, no business analyst was assigned to the team and staff from DG-IS were not always available when needed. 
Pri projektu MPIDS ekipi ni bil dodeljen poslovni analitik, uslužbenci DG-IS pa niso bili vedno na razpolago, ko so jih potrebovali.
The procurement of an external developer caused a three-month delay. 
Pridobivanje zunanjega razvijalca projekta je povzročilo trimesečno zamudo.
After being contracted, the developer changed frequently, causing problems in the project implementation. 
Razvijalec se je po pridobitvi pogosto menjaval, kar je povzročilo težave pri izvedbi projekta.
Due to its complexity the project was implemented in different phases (7). 
Projekt se je zaradi svoje zapletenosti izvajal v različnih fazah (7).
The knowledge transfer from phase 2 to phase 3 did not occur as planned, as most of the main former project team members including the project manager did not continue in phase 3. 
Prenos znanja iz faze 2 v fazo 3 ni potekal po načrtih, saj večina nekdanjih glavnih članov projektne ekipe, vključno z vodjo projekta, ni sodelovala v fazi 3.
For all projects selected, the users were regularly informed during project implementation. 
Pri vseh izbranih projektih se je uporabnike med izvajanjem projekta redno obveščalo.
For most of the projects, users were represented in the PSG and/or the project team meetings and they were also informed by the monthly project status reports. 
Pri večini projektov so imeli uporabniki predstavnike v projektni usmerjevalni skupini in/ali na sestankih projektne ekipe, obveščalo pa se jih je tudi prek mesečnih poročil o napredku projekta.
(1) Project initiation, preparation and implementation phase. 
(1) Faze vzpostavitve, priprave in izvajanja projekta.
(2) TCERTO, Target 2 SSP and EER. 
(2) TCERTO, Target 2 SSP in EER.
(3) MDP, MPIDS and MAU. 
(3) MDP, MPIDS in MAU.
(4) MDP, MPIDS and Target 2 SSP. 
(4) MDP, MPIDS in Target 2 SSP.
(5) Project Initiation Document, Project Preparation Document and Project Submission Document. 
(5) Vzpostavitveni dokument projekta, pripravljalni dokument projekta in dokument o predložitvi projekta.
(6) TCERTO, MAU and EER. 
(6) TCERTO, MAU in EER.
(7) Phase 3 was selected for audit by the Court. 
(7) Sodišče je za revizijo izbralo fazo 3.
For the MDP project an exemption was given from the ECB’s procurement rules on the basis that the procurement could not have been separated from the previous choice of the data supplier. 
Pri projektu MDP je bila dovoljena izjema od pravil ECB za javna naročila, ker javnega naročila ni bilo mogoče ločiti od predhodne izbire pošiljatelja podatkov.
However, software development and support were not the core business of this supplier. 
Vendar se je zanj izkazalo, da razvoj in podpora programske opreme nista njegova osnovna dejavnost.
This made the development part of the maintenance release more expensive than foreseen. 
Zaradi tega je bil sklop razvoja vzdrževalne različice dražji od predvidenega.
Testing and acceptance of the project deliverables during implementation 39. 
Preizkušanje in sprejemanje končnih rezultatov projekta med izvajanjem 39.
Testing of a new or changed IT deliverable forms part of the ECB’s procedures, to be carried out before each deliverable is made operational. 
Preizkušanje novega ali spremenjenega informacijskega končnega rezultata je del postopkov ECB, ki ga je treba izvesti pred začetkom delovanja vsakega končnega izdelka.
All six projects were tested before release. 
Vseh šest projektov je bilo pred začetkom uporabe preizkušenih.
Tests were designed by the project team. 
Preizkuse je sestavila projektna ekipa.
However, end-users were not always involved in the development of the tests with the consequence that improvements needed were not identified in time. 
Vendar pri sestavljanju preizkusov niso vedno sodelovali končni uporabniki, zato potrebne izboljšave niso bile pravočasno ugotovljene.
Management information systems and monitoring reports 40. 
Sistemi za upravljavske informacije in poročila o spremljanju 40.
Projectmanagersshouldhavesufficientandreliableinformationtoeffectivelymonitorprojects during implementation so that problems can be identified in good time and resolved. 
Vodjeprojektovbimoraliimetizadostneinzanesljiveinformacijezauspešnospremljanjeprojektov med izvajanjem, da je težave mogoče odkriti pravočasno in jih rešiti.
The ECB uses several tools in its monitoring of its IT projects. 
ECB za spremljanje svojih informacijskih projektov uporablja številna orodja.
The time spent on projects together with the financial data and information on the project’s main achievements and progress made is reflected in the monthly Project Status Report (PSR). 
Čas, ki se porabi za projekte, se skupaj s finančnimi podatki ter informacijami o glavnih dosežkih in napredku projekta odraža v mesečnem poročilu o napredku projekta.
PSRs containing sufficient information were regularly produced for all six projects during their implementation. 
Poročila o napredku projekta, ki so vsebovala dovolj informacij, so se za vseh šest projektov med njihovim izvajanjem redno pripravljala.
It was noted, though, that in the case of Target 2 SSP some reports were not prepared due to a lack of human resources. 
Vendar je bilo ugotovljeno, da v primeru projekta Target 2 SSP nekatera poročila niso bila pripravljena, ker je primanjkovalo kadrovskih virov.
Notwithstanding the above, time spent on projects is only recorded for DG-IS staff. 
Ne glede na zgoraj navedeno se čas, ki se porabi za projekte, beleži samo za uslužbence DG-IS.
The time spent by staff from the Business Areas and national central banks is only estimated. 
Čas, ki ga porabijo uslužbenci poslovnih področij in nacionalnih centralnih bank, se samo oceni.
Furthermore, overtime is generally not recorded consistently, or not at all. 
Poleg tega se nadure običajno ne beležijo dosledno ali pa se sploh ne beležijo.
Therefore, monitoring is not based on complete and accurate time information. 
Zato spremljanje ne temelji na celovitih in točnih podatkih o času.
At project closure a formal assessment of the achievement of the project objectives and resources consumed should be carried out. 
Ob zaključku projekta je treba izvesti formalno oceno doseganja ciljev projekta in porabljenih virov.
The POCP provides for a Project Closure Report (PCR) to be produced once all deliverables of the implementation phase have been successfully achieved and the project end-product has been accepted by the Business Area(s) concerned, by the system owner and by DG-IS/Operations. 
V POCP je določeno, da se sestavi poročilo o zaključku projekta, ko so uspešno pripravljeni vsi končni rezultati izvedbene faze ter so zadevna poslovna področja, lastnik sistema in oddelek za delovanje v DG-IS sprejeli končni izdelek projekta.
44. the (i) (ii) (iii) (iv) This document is comprehensive as it addresses all the main issues which should be considered at time of the closure of a project. 
44. Ta dokument je izčrpen, saj obravnava vsa glavna vprašanja, o katerih je treba preudariti ob zaključku projekta.
Its main sections are: assessment of achievement of approved project scope and objectives; assessment of the use of human and financial resources; quantitative and qualitative benefits assessment; and lessons learned report. 
Glavni oddelki tega dokumenta so: (i) ocena doseganja odobrenega obsega in ciljev projekta; (ii) ocena uporabe kadrovskih in finančnih virov; (iii) ocena kvantitativnih in kvalitativnih koristi ter (iv) poročilo o pridobljenem znanju.
As a general rule, the POCP provides that a project is to be closed within three months of the acceptance of the final project deliverables. 
Načeloma je v POCP določeno, da je treba projekt končati v treh mesecih po sprejetju končnih rezultatov projekta.
In the case of Target 2 SSP, operations commenced in May 2008 and the project was closed on 15 April 2009. 
V primeru projekta Target 2 SSP so se dejavnosti začele maja 2008, projekt pa se je končal 15. aprila 2009.
This was because DG-IS and the system owner could not agree on the contents of the Service Level Agreement (SLA). 
Do tega je prišlo, ker se DG-IS in lastnik sistema nista mogla sporazumeti o vsebini sporazuma o zagotavljanju storitev.
In the PSG meeting in October 2007 it was mentioned that ‘the SLA needs to be in place before the go-live of Target 2 SSP. This needs to be started early as clear presentation of expectations/services and communication between operations and the different users are key’. 
Na sestanku projektne usmerjevalne skupine oktobra 2007 je bilo omenjeno, da mora biti sporazum o zagotavljanju storitev sklenjen pred začetkom delovanja projekta Target 2 SSP, ker se mora to začeti hitro, saj sta jasna predstavitev pričakovanj/ storitev in komunikacija med oddelkom za delovanje in različnimi uporabniki ključnega pomena.
Similarly, in the case of MPIDS, this project was not closed as the signature of the SLA was significantly delayed. 
Podobno projekt MPIDS ni bil končan zaradi znatne zamude pri podpisu sporazuma o zagotavljanju storitev.
C 32/10 Official Journal of the European Union 9.2.2010 EN Assessment of achievement of approved project scope and objectives 46. 
C 32/10 Uradni list Evropske unije 9.2.2010 SL Ocena doseganja odobrenega obsega in ciljev projekta 46.
TheCourtexaminedtheassessmentswhichwerecarriedoutofeachofthefourprojectsforwhicha PCR had been approved by the end of March 2009. 
Sodišče je pregledalo ocene, izvedene za vsakega od štirih projektov, za katere je bilo do konca marca 2009 odobreno poročilo o zaključku projekta.
The assessments made compared the initial plan in the Project Submission Document with what was achieved. 
V opravljenih ocenah se je prvotni načrt v dokumentu o predložitvi projekta primerjalo z dosežki.
It was noted though that two of the projects (1) faced time delays over the initial plan (see Annex). 
Vendar je bilo ugotovljeno, da sta dva projekta (1) v primerjavi s prvotnim načrtom zamujala (glej Prilogo).
The two main reasons provided were: (i) the increase in the scope of the work; and (ii) the unavailability of human resources. 
Glavna navedena razloga za zamudo sta bila: (i) povečanje obsega dela in (ii) nerazpoložljivost kadrovskih virov.
In the case of MAU, although the technical infrastructure was apparently available and in use much earlier than indicated in the PCR, the formal acceptance and handover faced a six month delay. 
Čeprav je bila tehnična infrastruktura za projekt MAU očitno na voljo in se je uporabljala veliko prej, kot je bilo navedeno v poročilu o zaključku projekta, je pri formalnem sprejemu in izročitvi nastala šestmesečna zamuda.
Assessment of the use of human and financial resources 49. 
Ocena uporabe kadrovskih in finančnih virov 49.
The PCR prescribes that a comparison between the planned and actual human and financial resources should be carried out. 
V poročilu o zaključku projekta je predpisana izvedba primerjave med načrtovanimi in dejanskimi kadrovskimi in finančnimi viri.
The PCR of all four projects included such a comparison and provided explanations of most significant variations. 
Takšna primerjava je bila zajeta v poročila o zaključku vseh štirih projektov, v katerih so bila zagotovljena tudi pojasnila za najpomembnejše razlike.
Theactualhumanandfinancialresourcesusedforeachofthefourprojectswerebelowthebudgeted ones. Actual expenditure ranged from 3 % to 23 % below the budget (see Annex). 
Dejanski odhodki so bili od 3 % do 23 % nižji od odhodkov, predvidenih v proračunu (glej Prilogo).
The issue of budget underspending in projects was also raised by the ECB’s Budget Committee in its evaluation report on the ECB’s 2008 year-end budget monitoring report. 
Na prenizko porabo proračuna pri projektih je opozoril tudi proračunski odbor ECB v svojem poročilu o vrednotenju poročila, ki ga je ECB ob koncu leta izdala za spremljanje proračuna v letu 2008.
There it was mentioned that the Committee noted underspending of 18 million euro (28,8 %). 
V poročilu je bilo omenjeno, da je odbor ugotovil za 18 milijonov EUR (28,8 %) prenizko porabo.
The Committee considered that this was mainly due to delays in some projects and that there was ‘room for improvement in the planning and running of projects’. 
Odbor je menil, da so to zakrivile predvsem zamude pri nekaterih projektih ter da je načrtovanje in vodenje projektov mogoče izboljšati.
The Court noted that delays in project execution exist (see Annex) and do have an effect on budget implementation. 
Sodišče je ugotovilo, da zamude pri izvajanju projektov obstajajo (glej Prilogo) in res vplivajo na izvrševanje proračuna.
Considering, though, that resources provided in the initial plans were more than was needed, this indicates that initial budgets are not set as precisely as they should be. 
Ampak glede na to, da so bila sredstva v prvotnih načrtih višja od potreb, prvotni proračuni niso bili sestavljeni tako natančno, kot bi bilo treba.
This leads to budgetary resources being committed and thus, not being available for more mature projects. 
Zaradi tega pride do dodelitve proračunskih sredstev, ki tako niso na voljo za zrelejše projekte.
Qualitative and quantitative benefits assessment 52. 
Ocena kvalitativnih in kvantitativnih koristi 52.
At project closure an assessment of the qualitative and quantitative benefits to be achieved during the operation of the end-product is carried out. 
Ob zaključku projekta se opravi ocena kvalitativnih in kvantitativnih koristi, ki jih je treba doseči v času delovanja končnega izdelka.
Deviations from the information provided in the Project Submission Document and therefore used in the project prioritisation and selection procedure should be explained. 
Treba je pojasniti odstopanja od informacij, ki so bile zagotovljene v dokumentu o predložitvi projekta in torej uporabljene pri postopku prednostnega razvrščanja in izbire projektov.
In the case of all four projects it was stated in the PCR that the benefits presented in the PSD either remained valid or had been achieved. 
V primeru vseh štirih projektov je bilo v poročilu o zaključku projekta navedeno, da so koristi iz dokumenta o predložitvi projekta ostale tehtne ali bile dosežene.
A number of these benefits though, can only be properly assessed following a period of operation (see paragraph 25). 
Toda številne od teh koristi je mogoče pravilno oceniti šele po določenem obdobju delovanja (glej odstavek 25).
In the case of MDP, the project went beyond just confirming the initial assessment included in the PSD. 
PriprojektuMDPsošlidljeodpreprostepotrditveprvotneocene,kijebilazajetavdokumento predložitvi projekta.
Another assessment was carried out using a different methodology. 
Izvedli so drugo oceno z uporabo drugačne metodologije.
It evaluated the benefits of the end-product against the four dimensions set out in a balanced scorecard, which included positive and negative indicators. 
V njej so ocenili koristi končnega izdelka glede na štiri vidike, predstavljene v uravnoteženi preglednici, ki je zajemala pozitivne in negativne kazalnike.
It therefore aimed to provide a fair assessment of the project outcome. 
Z njo so torej skušali zagotoviti pošteno oceno izida projekta.
This was a positive initiative and could be considered as a good practice in other future projects. 
Ta pobuda je bila pozitivna in bi jo bilo mogoče šteti kot dobro prakso pri drugih projektih v prihodnosti.
Extracts from this assessment are presented in Box 1: (1) MDP and TCERTO. 
Izvlečki iz te ocene so v okviru 1: (1) MDP in TCERTO.
EN 9.2.2010 OfficialJournaloftheEuropeanUnion C32/11 Box 1 — MDP’s qualitative and quantitative benefits assessment at project closure (extracts) — Financial: (positive) the project has been implemented within budget; (negative) the cost of the consultancy fees paid for the development of the solution is considered to be over the market rate. — Innovation: (positive) the project contributed to the development of a monitoring system supporting the Service Level Agreement; (negative) the project introduced a new proprietary database tool, which was quite complex to use and not as flexible as the ones already in use. — Organisation: (positive) the project has contributed to the establishment of policies on market data usage. — Customer: (positive) the project enabled the integration of Bloomberg data; (negative) the usability of the solution has been considered to be below expectations. 
SL 9.2.2010 UradnilistEvropskeunije C32/11 Okvir 1 – Ocena kvalitativnih in kvantitativnih koristi projekta MDP ob njegovem zaključku (izvlečki) — Finance: (pozitivno) projekt je bil izveden v okviru proračuna; (negativno) stroški svetovalnih storitev, izplačanih za pripravo rešitve, so po ocenah višji od tržnih cen. — Inovacije: (pozitivno) projekt je prispeval k razvoju sistema za spremljanje, ki podpira sporazum o zagotavljanju storitev; (negativno) v okviru projekta je bila uvedena nova podatkovna zbirka za to organizacijo, ki pa je bila dokaj zapletena za uporabo in ni bila tako prilagodljiva kot tista orodja, ki so že bila v uporabi. — Organizacija: (pozitivno) projekt je prispeval k vzpostavitvi politik o uporabi tržnih podatkov. — Uporabniki: (pozitivno) projekt je omogočil integracijo podatkov Bloomberg; (negativno) uporabnost rešitve je bila po ocenah nižja od pričakovane.
Lessons learned report 55. 
Poročilo o pridobljenem znanju 55.
In the POCP it is provided that a lessons learned report should be produced as an annex to the PCR. 
V POCP je določeno, da je treba poročilo o pridobljenem znanju sestaviti kot prilogo k poročilu o zaključku projekta.
The aim is to ensure that experiences in the implementation of a specific project are made available to the whole organisation with the aim of improving the management of future projects. 
S tem se želi zagotoviti, da so izkušnje, pridobljene z izvajanjem določenega projekta, na voljo celotni organizaciji, da se tako izboljša upravljanje prihodnjih projektov.
In the case of EER, issues raised as lessons learned gave the impression that they were included in order to show that they had been successfully managed and not how things should be better handled in the future. 
V primeru EER so zadeve, omenjene kot pridobljeno znanje, dajale vtis, da so bile zajete zato, da se pokaže, da so že bile uspešno urejene, ne pa zaradi tega, kako bi jih bilo mogoče bolje obravnavati v prihodnosti.
In the case of MAU too many details were provided blurring the message of the lessons learnt for future projects. 
Pri projektu MAU je bilo zagotovljenih preveč podrobnosti, kar je zameglilo sporočilo o pridobljenem znanju za prihodnje projekte.
In the case of both the MDP and TCERTO projects, issues were identified which are indeed of future relevance to the ECB’s project management procedures. 
Tako pri projektu MDP kot pri projektu TCERTO so bila opredeljena vprašanja, ki bodo v prihod­ nosti dejansko relevantna za postopke ECB za upravljanje projektov.
Extracts from the issues mentioned in the MDP report are presented in Box 2: Box 2 — Lessons learnt in the MDP’s Project Closure Report (extracts) — Emphasise the importance of the preparation phase, in particular on the definition of user requirements. 
Izvlečki iz vprašanj, omenjenih v poročilu MDP, so v okviru 2: Okvir 2 – Pridobljeno znanje v poročilu MDP o zaključku projekta (izvlečki) — Poudariti pomembnost faze priprave, zlasti pri opredelitvi zahtev uporabnikov.