【正文】 網(wǎng)絡(luò)管理系統(tǒng)提高速度和效率 ,處理項(xiàng)目信息。項(xiàng)目越來(lái)越復(fù)雜， 項(xiàng)目人 員預(yù)計(jì)交付結(jié)果時(shí)間更短， 此外，與過(guò)去的項(xiàng)目相比， 團(tuán)隊(duì)成員工作位置分布更廣泛。 成功的項(xiàng)目經(jīng)理應(yīng)當(dāng)評(píng)估新的技術(shù)和設(shè)計(jì)新方法，采用該技術(shù)方法，以提高項(xiàng)目管理的過(guò)程。 關(guān)鍵詞： 項(xiàng)目經(jīng)理 個(gè)人管理技巧 激勵(lì) 采用新的方 法 時(shí)間管理 挑戰(zhàn)和機(jī)遇 當(dāng)項(xiàng)目經(jīng)理看到工程項(xiàng)目竣工并在運(yùn)作，會(huì)有大量的自豪感和滿足感。 therefore a project manager should help people reach their full potential and recognize that everyone is a potential winner. This type of attitude among team members can create motivation for everyone. DECISION MAKING Numerous decisions must be made during management of a project that require a significant amount of time and effort on the part of the project manager. While many decisions are routine and can be made rapidly, others are significant and may have a major impact on the quality, cost, or schedule of a project. Good decisions cannot be made unless the primary objectives and goals that are to be acplished are known and understood. Decision making involves choosing a course of action from various alternatives. It is the duty of the project manager to know and clearly municate the project objectives to all participants so their efforts can be focused on alternatives that apply to the desired end results. This is important because a significant amount of time and cost can be expended toward evaluation of alternatives that may solve a problem, but not pertain to the central objective to be achieved. The project manager must coordinate the effort of the project team to ensure a focused effort. Decisions must be made in a timely manner to prevent delays in work that may impact the cost and schedule of a project. Most of the project decisions are made internally (within the project manager39。 therefore the project manager delegates the work to members of the project team. Assigning work to another person delegates authority and responsibility to that person to acplish the work and to make decisions that may be necessary. However, delegating authority, responsibility, and decision making does not necessarily cause the project manager to relinquish control. A project manager may define different levels of delegation, such as plete the work and provide the results, propose the work to be performed and inform before proceeding, or perform part of the work and submit for review and involves assignment of work to the right person with a clear explanation of what is expected and when it must be pleted. Because misrnunication is a mon problem in project management, one must be certain that the other person understands what has been assigned. A project manager must give each person on the team an opportunity to do the job the way he or she wants to do it. A project manager should be reasonable in his or her expectations. If an assignment is not reasonably achievable, the person who is assigned to do the task usually will recognize this fact and resist pressure and responsibility. The best way to evaluate the reality of achieving an assigned task is to work with the person to obtain his or her assistance in defining the work that is required to achieve the final end result. During the course of acplishing work, many obstacles arise. A project manager must be accessible to explain things that may not be clearly understood and to make any adjustments that may be necessary. In short, the project manager must also be available when he or she is needed. Periodic team meetings are needed to keep the work flowing in a wellidentified manner so that all concerned can work as a unit. An effective project manager must lead the project team and reinforce the confidence of individuals. Trust must be shown in their capability, intelligence, and judgment. The leader of any group must occasionally check with members to see what is going on and how they are doing. This builds confidence and respect among the team members, who in turn will strive to acplish quality work. A project manager must recognize and reward successful and outstanding performance. People relish this recognition and are entitled to it. Likewise, a manager should hold an employee responsible for unacceptable work, show why the work is unacceptable, where mistakes were made, determine how to improve the work and identify ways of preventing future problems. Many project managers are assertive with a tendency to rush in and take over. Although each person must develop their own style of management, he or she must be cautious of overreacting to situations. With the right attitude and working relationship, problems can be changed to solutions in due time. MOTIVATION Experienced managers readily agree that there are all types of people: those who make things happen, those who watch things happen, those who don39。 trading partners, such as subcontractors。 and suppliers。t know what39。s organization), which can be managed relatively easy. However, some decisions are made externally (outside the project manager39。然而工程項(xiàng)目在建設(shè)管理過(guò)程中，由于項(xiàng)目的動(dòng)態(tài)性，會(huì)有許多挑戰(zhàn)， 在解決出現(xiàn)的問(wèn)題時(shí)卻給項(xiàng)目經(jīng)理和項(xiàng)目團(tuán)隊(duì)成員 灌輸某種意義上 滿意度。 目前， 互聯(lián)網(wǎng)是一個(gè) 可用的和有潛力的 技術(shù) ,影響著項(xiàng)目經(jīng)理做他們的工作 ,類似于計(jì)算機(jī)對(duì)他們的影響。 今天，設(shè)計(jì)工作在任何地方幾乎都可以立即通過(guò)互聯(lián)網(wǎng)發(fā)送到世界的任何其他位置 設(shè)計(jì)工作可以不斷前進(jìn)，在 24小時(shí)內(nèi)，設(shè)計(jì)人員可以將文件從一個(gè)設(shè)計(jì)辦公室傳送到世界上的另一個(gè)國(guó)家。該系統(tǒng)可以減少混亂和冗余為業(yè)主、設(shè)計(jì)師和承包商試圖盡快和有效完成工作提供可能的。傳真也可以通過(guò)互聯(lián)網(wǎng)發(fā)送的，而不是通過(guò)普通的語(yǔ)音線路。 如今，許多企業(yè)通過(guò)互聯(lián)網(wǎng)媒體進(jìn)行無(wú)紙化辦公，提高效率備受矚目 ，在壓力下項(xiàng)目經(jīng)理在更短的時(shí)間內(nèi)要完成更多的工作。 運(yùn)用新方法 有時(shí)，抵制新技術(shù)的人直到證明適用才被人接受，通常來(lái)說(shuō)，新技術(shù)是可用的，由于人們不愿革新而抵制它。本文從挑戰(zhàn)和機(jī)遇、采用新方法、人的因素、任務(wù)分配、激勵(lì)、決策、時(shí)間管理方面介紹項(xiàng)目經(jīng)理的個(gè)人管理技巧。s interests and recognition of their needs is a positive step in understanding why they react to situations and can lead to productive motivation. Good management recognizes the motivational needs of each member of the team and develops methods to improve the performance of people seek job interest, recognition, and achievement. Everyone wants to feel important and to acplish work. People who feel good about themselves produce good results。t have time for additional assignments. This situation