工程管理之外文翻譯-文庫吧
2025-01-26 07:20 本頁面
【正文】 面。制定這樣一映真實情況的可行性報告提交項目審批人員。 有助于估算工作。把 工程分解成小的子項目（這一點以后要談到），有助于進行準確的估估計。 有利于以后的內(nèi)部審計審查。可以建立工程分解機構(gòu)。對任何一項需要審查的費用支出都可以毫不困難又有效地做出評估。工程支出的資金的核準也有一定的規(guī)定，并且受管理機構(gòu)嚴格監(jiān)督。著手實施工程項目管理體系對股份公司和其它國有企業(yè)來講， 的確有很大的壓力。 建立工程管理信息體系的程序 ， 機構(gòu)內(nèi)部的信息體系必須進行修改，使與其管理層次相適應(yīng)。以下以高、中、低三個層次一闡述。 低層 這一層次由項目工程及項目小組組成。次層次的信息收集應(yīng)盡可能詳盡，在不影響對工程項目的有效管理的前提下，盡可能經(jīng)常進行。每月一次的信息反饋制度證明是恰當?shù)模菍λ鸭降男畔⒌囊淮魏Y選，這些信息包括每周的工地報告、預(yù)期索賠、范圍改動、未來問題領(lǐng)域、工地動態(tài)、無效工作、完成工作量的百分比以及工程月評估等信息。 中層是領(lǐng)導(dǎo)項目小組的項目經(jīng)理屬于的 層次。項目經(jīng)理所關(guān)心的整個工程 ，其全盤計劃及使費用不超過批準數(shù)目。他收到來自項目小組的月情況報告，并編寫較長期的報告，提交上級管理部門。有時要建立一個在發(fā)生重大事件的日期進行報告的制度。 高層是 董事會或公司總經(jīng)理屬于范疇，其成員特別關(guān)注整個投資計劃，而其中的某項具體工程只是一個小部分。呈報給他們的報告必須簡明扼要，要包括使他們了解最新情況所需的最少量的細節(jié)。 Essential Skill of Project Manager The diversity of the project system and the need to ensure that all elements function together as an integrated whole requires a high degree of conceptual skill on the part of the project manager. Kats defines it as “ the ability to see the enterprise as a whole and recognize how the various function of the anization depend on one another and how changes in any one part affect the other”. In applying this excellent definition to the project management situation, the point can be made that it is crucial to the project success that the project manager be able to conceptualize all elements of the project situation and the extent to which the elements interact with each other. The conceptual skills of the project manager are important at the planning stage of the project when the basic planning tools are being formulated. The preparation of these planning tools requires a prehensive grasp of all project tasks, the sequencing and timing of activities and the resources in terms of manpower, finance, and facilities the preparation of so many implementation programs is often a product of the project manager’ s failure to grasp the internal dynamics of the anizational subsystem that impact on key project decision. The project manager’ s conceptual skill is also important during the implementation of the project. The manager must be able to see, for example, how a change in the technical design or physical scope of the project will affect the budget, the schedule, the requirements set by regulatory agencies, the training requirements for operations staff, and so on. When problems arise, he or she must be able to analyze these problems form a systems wide perspective, taking into consideration the impact of each possible solution on all elements of the project. The lack of conceptual skills on the part of the project manager is a mon cause of implementation problems and sometimes of a plete failure to the project. there are numerous cases in which project managers with a strong technical orientation restrict their fo
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