Adaptation of Property Rights in European Succession Regulation
This content discusses the adaptation of property rights under the European Succession Regulation, aiming to provide a standard description of each right in rem. It also explores the correspondence between rights in rem granted by lex successionis and those known in the country where the property is located. Additionally, it touches on the creation of property rights regulated by law and the various forms of ownership, such as temporary and conditional ownership, trusts, and co-ownership.
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Strategic Outlook of IM/IT Project Delivery Presentation to AFCEA Tony Hoe, DGIMPD 7 Apr 2015
Outline Organizational Overview Portfolio Overview Strategic Direction Summary 2
National Defence HQ DGIMPD 3
DGIMPD Vision DGIMPD is the "go to" DND/CF organization to deliver joint and enterprise IM/IT capabilities and solutions DGIMPD is recognized as the best IM/IT Project delivery organization in the Government of Canada We deliver solutions 4
DGIMPD Mission DGIMPD collaboratively partners with clients, stakeholders, and IM Group colleagues to strategically plan, design, develop, and deploy technology enabled solutions, capabilities and changes to the IM/IT capability of DND/CF. DND Project Life Cycle Identification Option Analysis Definition Implementation Closed Out $ $ Fully engaged through whole project lifecycle, from conception to closed out 5
DGIMPD Organization and Portfolio DGIMPD Tony Hoe Chief of Staff/Project Planning and Control Col Paul Bosse Mgt Info Systems Robert Boudreault Comms & Sense Jim Clark Common Info Systems Christine Stanczyk Command & Control John Langen Intelligence & Surveillance Hari Gupta Civ & Mil HR & Pay, Learning, Carling Campus Space, SATCOM, SAR Joint C2 applications, Cyber Top Secret level, EW, Intelligence & Surveillance Crypto Modernization, IT Service Mgt Portfolio Summary: 43 projects of $5B investment 6
Options Analysis Identification Definition Implementation Close Out Formulate Options Detailed review, risk assessment & costing Identify capability deficiency Implementation management & monitoring Capture lessons learned Assess full costs & benefits Close-out activities (Standard close or Effective close) Implementation planning Seek DCB approval for capability based planning validation and resource allocation priorto proceed for options analysis Examine risk(s) Procurement strategies Action Seek DCB approval for selected option Seek PMB approval for implementation Status reports Seek PMB approval for definition Seek revised SPAC/PRC SRB Procurement review (SPAC/PRC) SRB / IPMRB SRB / IPMRB Investment Plan Change Proposal - IPCP Project Charter/PB SOR development Risk Assessment Docs (PORA or PB) Update PCRA/IPCP Complete full BCA (steps 1 5) Memo to Cabinet (MC) as required PA Submission for Definition Finalize SOR Upkeep Project Charter and PB Project Completion Report -PCR Upkeep Project Charter, PB, PCRA/ PORA Documentation IOC and FOC Certificates Project Closeout Checklist - PCOC Business Case Analysis (BCA) - Strategic Context Step 1 and 2 Project Management Plan (PMP) MC (if required) Project Brief (PB) PA Submission for Implementation Strategic Context Document HLMRs (SOR) Initial PCRA SCD OA DCB PA (Imp) Milestones Key Stakeholder FCP IP PA (Def) SOR IOC FOC PL/Sponsor CFD Fin CS CFD PL/Sponsor C Prog C Prog PL/Imp PL/Imp 7
Portfolio Strategic Direction (next 3 to 5 years) Enterprise IM/IT solutions Enterprise Service Management Joint C4ISR capabilities MILSATCOM & Search and Rescue (SAR) Surveillance and Situation Awareness HR, Pay, Pension Operational Efficiencies Top Secret Environment and Capabilities Command & Control Joint Capabilities IM/IT Security Information Management Cyber Defence Markets: DominantGrowingEmerging 8
Strategic Direction DGIMPD is the Solutioner not just an implementer: Engage project sponsors at conception (ID phase) of projects Partner with stakeholders throughout entire project life cycle Support project sponsors in leading business transformations Engage and influence R&D direction and investment: Partner with business clients in sponsoring DRDC R&D projects Participate in allies and industry technology investment fora Ensure outcomes of R&D projects are channelled into projects Pay attention to architecture, system view and evolution: Recognize most transformational projects are evolutionary in nature Ensure project outcomes are building blocks of the future Be perceptive, agile and incremental in delivering timely solutions 9
Awards and Recognitions Government Technology Exhibition and Conference (GTEC) 2011 Defence Crypto Modernization (Secure Voice) Honouree 2012 Project Polar Epsilon Judges Choice Award Medalist Canadian Forces Health Information System Medalist Enterprise Information Technology Service Management Honouree 2013 Defence Learning Network Medalist 2014 Joint Space Support Project Medalist Maritime Security Operations Centres Honouree 10
Awards and Recognitions IM/IT Community Recognition Awards 2012 Project Polar Epsilon for Excellence in Project Management 2014 Pascal Michaud for Innovation (Grey Goose) Eric Charbonneau for Excellence in Project Management (Surveillance of Space) 11
Summary DGIMPD is a division of DND IM Group: Solutioner delivering joint and enterprise capability well recognized in public service and IM/IT community manage a portfolio of 43 projects of $5B investment Portfolio is expanding, strategic domains are: C4ISR Enterprise IM/IT solutions Enterprise Service Management Strategic engagement with partners is essential: Research (S&T) technology research and adoption Business clients project identification and business transformation Industry technology maturity and implementation capacity 12
QUESTIONS ? 13
