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【正文】 the methods of the influence are force, exchange, rules, and persuasion. The unique managerial situation that the project manager faces is that those sources of power are extremely limited. It should be noted that in his or her interaction with outsides such as consultants, contractors, and suppliers, the project manager has recourse to considerable resource power through his control of project expenditures. His relationship with these outsides is usually governed by a system of exchange in which their services are provided in exchange for payment. Because the system of exchange is defined in contractual agreements, the project manager will find that the process of influencing these outsides dose not require the level of human skill that is so necessary in dealing with people within the anization and with external stakeholders over whom he or she has no resource power. The exercise of persuasion by the project manager as a means of influencing others depends on a number of ,a climate of good interpersonal munication is essential since persuasion takes place by a bination of verbal and written ,the project manager must be respected/or liked, since he or she is seeking a response that Handy calls identification. This means that the project manager must be able to get others to identify with the project and its activities as a means of ensuring their mitment. Third, the project manager must be capable of adopting an appropriate style of leadership patible with the contingencies of the leadership situation. This requires a strong sensitivity to the needs and expectation of others. Working with people is therefore a key aspect of the project manager’ s job. His or her dependence on other people to acplish project tasks within the framework of the project schedule， budget， and performance specifications requires strong skills in the area of human relations， particularly as these skills relate to leading， motivating， and influencing project requires some degree of control .If left to run its own course, it may end up costing far more than initially envisaged, take longer to plete, and provably be handed over to the client at a standard by him. It would be unfair to say that some anizations pletely neglect this essential aspect of control。每月一次的信息反饋制度證明是恰當(dāng)?shù)?，它是?duì)搜集到的信息的一次篩選，這些信息包括每周的工地報(bào)告、預(yù)期索賠、范圍改動(dòng)、未來(lái)問(wèn)題領(lǐng)域、工地動(dòng)態(tài)、無(wú)效工作、完成工作量的百分比以及工程月評(píng)估等信息。可以建立工程分解機(jī)構(gòu)。 有助于編制有效的工程計(jì)劃。大多數(shù)施 工周期的合同，都涉及暫時(shí)支付承包商所完成的工作及所購(gòu)置材料的費(fèi)用。有時(shí)稍作增加或改動(dòng)可使最 終造價(jià)大幅度提升。 每項(xiàng)工程都學(xué)要不同程度的控制。 工程項(xiàng)目經(jīng)理是否運(yùn)用勸解和說(shuō)服的方法作為影響別人的一種手段要根據(jù)一些具體條件而定。在一個(gè)組織機(jī)構(gòu)環(huán)境里采用什么施加影響的方式，整體上看是與其權(quán)利機(jī)構(gòu)有關(guān)，在多數(shù)管理工作中，工程項(xiàng)目經(jīng)理要運(yùn)用個(gè)方面的力量，和采用相關(guān)的各種方法來(lái)對(duì)其他人施加影響。 工程項(xiàng)目經(jīng)理縱觀全局的能力在工程的實(shí)施階段也是很重要的。 工程管理的基本技能 工程系統(tǒng)復(fù)雜多樣，要確保工程各個(gè)部門(mén)像一個(gè)統(tǒng)一的協(xié)調(diào)行駛職能，就要求工程項(xiàng)目經(jīng)理具有較高的縱觀全局得能力。比如，經(jīng)理必須懂得，技術(shù)設(shè)計(jì)方面或工程項(xiàng)目
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