Sentences with phrase «develop capacity requirements»

Partner with application managers to develop capacity requirements for new projects as well as utilization thresholds for existing environments

Not exact matches

Where an infrastructure owner is subject to mandatory access requirements, it may choose to refrain from developing additional capacity on its network, even in the face of considerable demand, in order to prevent its downstream competitors from gaining access to the infrastructure necessary to supply the downstream market.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Specifically, officials at the state and district levels have had difficulty building staff capacity for implementing the reforms, meeting the requirements to develop teacher evaluations and increase student learning time, and gathering data on performance in SIG schools to make decisions about future grant renewals.

RELs are uniquely positioned to provide expertise and capacity to help states implement the new requirements of ESSA, including designing and implementing statewide accountability systems, identifying assessments that meet the new requirements, and developing interventions for low - performing schools.

In particular, the paper assesses 18 selected approaches, methods and tools in terms of their data and information requirements, strengths, weaknesses, lessons learned, gaps at different levels and relevance for social and environmental impacts, as well as discussing capacity needs for applying risk assessment methods in developing countries.

The phased in approach, established in the Tailoring Rule, provides time for large industrial facilities and state governments to develop the capacity to implement permitting requirements for GHGs.

Members support and accept the CPD Program including the philosophy and the CPD Plan implementation There is a growing capacity of lawyers to self - evaluate the progress of the CPD activities and learning 100 % of lawyers identified and planned professional development activities 91 % of lawyers followed through on their learning activities as planned 1/3 of respondents (32 %) spent over 50 hours on CPD activities over the last 12 months 90 % spent over 15 hours on CPD activities — over the minimum hourly requirement of other CPD programs Recommendations: Integration of competencies into the CPD planning material available to lawyers Develop a competency profile that includes the quality of legal services provided to clients including not only substantive law but ethics, practice management and workplace health / stress issues More support to lawyers in the development of their CPD Plans Development of best practices in the development of CPD Plans Submission of CPD Plans to the Law Society Embedding the CPD Alberta website content onto the LSA website Review the accountability strategy for the CPD Program CPD as a proactive program.

-- A requirement that the Society develop the capacity to measure the impact of the regulatory changes on the public.

This requirement does not recognize alternative methods to build skills and develop the capacity to mediate — supervision by an experienced and qualified mentor in solo practice, for example, but one who is not part of a «dispute resolution organization».

Developed and performed leadership role capacities outside of Operations title scope, as needed, such as marketing manager when determining best target criteria, sales coaching in overcoming customer objections revealed by inquiry, and technical advisor when meeting systems requirements impacting overall program quality and effectiveness.

Developed and implemented professional standards in leadership development requirements and built internal leadership capacity under the philosophy of «Every Officer a Leader»

PROJECT FOR PRIDE, Kingston, NH (Mar 2013 — Jan 2016) Youth Program Coordinator • Held 3 team building exercises, resulting in increased efficiency in terms of meeting program deadlines • Created and implemented a series of youth programs for age groups between 8 and 18 years • Coordinated a large event for recruitment of members, resulting in 58 % of youngsters between the ages of 10 and 18 enrolled into different program modules • Introduced the concept of self and group care initiatives, thereby streamlining outdoor activities such as camping and hiking • Provided logistical support in developing both short and long term program plans and ways of monitoring each module's progress • Designed performance measures and perform monitoring activities to ensure that desired outcomes are met • Developed and implemented periodic youth outreach programs to meet program needs and capacity • Identified open positions within the program and indulged in hiring and training procedures to fill them • Supervised daily activities of enrolled members and ensured that all requirements of the program are being filled • Designed and executed youth program according to each individual member's ability to cope • Organized training programs for staff members to ensure delivery of exceptionally well - placed supervision • Monitored performance of both members and staff to ensure efficient functioning of programs

Key Highlights: • Instrumental in developing a 5 Year Plan that addressed staffing requirements, technology needs, training, assessments and other resources required to build the capacity of the Communications Unit at the Ministry of Education.

However, these NTRB capacity building programs focus only on improving NTRBs capacity to satisfy the legal requirements of the NTA, rather than developing the additional skills for comprehensive agreement making.