【正文】 to address the anizational and humanrelations elements of the project. The essential point of that the project manager must be able to see the project system as a whole and the total situation relevant to it. This is calls for a high degree of conceptual skill. Human Skills The project manager’ s effectiveness hinges to a great extent on the ability to build cooperative efforts both within the team being led and within the wider group of project stakeholders. The process of building and sustaining the required cooperative effort among project team members and outside stakeholders requires an interest and skill in human relations or what authors such as Kats refer to as” human skill”. It is defined as the ability to work with and through other people. The exercise of the manager’ s human skills represents one of the tools by which he or she influences another person to carry out desired behaviors. The pattern of influence with an anizational setting is integrally linked with the structure of the power. In most managerial situations, the manager has recourse to various sources of power and correspondingredingly various methods by which he influences others. Handy identifies five sources of power and four methods of influences. The sources of power are physical, resource, position, expert, and personal。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。 有利于以后的內(nèi)部審計審查。對于那些從基金會（如 EMF）貸款的大型股份公司來講，這個問題尤為尖銳。 有助于建立與財務(wù)職能部門必要聯(lián)系。力圖對成本進行連續(xù)的監(jiān)控的系統(tǒng)能經(jīng)常對該工程的最終造價顯著上升。他要依靠他人來完成工程進度，預(yù)算及工作績效細則這些框架以內(nèi)的工程任務(wù)，這就需要在人際關(guān)系方面有很強的技能，尤其是當(dāng)這些技能與領(lǐng)導(dǎo)、 激勵、以及影響他人有關(guān)時更是如此。由于這種交換方式明文寫在合同上，工程項目經(jīng)理常常會發(fā)現(xiàn)，在他對局外人施加影響的過程中不需要用 在 與 機構(gòu)內(nèi)部人員以及外部項目投資者（他對他們無法使用財力權(quán)利的）打交道時都非常必要的那種人事管理技能。經(jīng)理要發(fā)揮其人人事管理的技能 就要運用這一技能，以使他能使另 一人來做需要完成的工作。準(zhǔn)備這么多的執(zhí)行方案時 的盲目樂觀常常時工程項目經(jīng)理未能掌握對工程的主要決策產(chǎn)生影響的分支系統(tǒng)的內(nèi)部動態(tài)所致。凱茨對此得 .解釋：“能把企業(yè)看住一個整體 ，知道一個機構(gòu)的業(yè)務(wù)是怎樣相互依存的，知道一個部門的變化是如何影響其它部門的。出現(xiàn)問題時，他必須有能力從全局出發(fā)分析問題，要考慮到每一個困難的解決方法對工程項目的所有方面產(chǎn)生影響。 五種力量的方法是：物力、財力、權(quán)利、專家力量、以及個人力量。其次，工程項目經(jīng)理必須受人尊敬和愛戴，因為他是要尋求別人的影響，漢蒂稱之為認同。如果說有些施工單位完全忽視了工程控制著一基本方面，或許不公平。為保持控制體系正常運轉(zhuǎn)，項目經(jīng)理應(yīng)根據(jù)工程現(xiàn)狀不斷修正信息，工程每個面都要加以考慮，包括合同規(guī)定的進度，材料供應(yīng)，范圍的改變等。因此，有必要準(zhǔn)確的預(yù)測現(xiàn)金流量。只有在工作藍圖確定之后，工程進展才能得到控制和監(jiān)督。工程支出的資金的核準(zhǔn)也有一定的規(guī)定，并且受管理機構(gòu)嚴(yán)格監(jiān)督。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(zhǔn)數(shù)目。 help in the control costs. Project costs somewhat higher than originally intended are not unmon. A system which seeks to continually monitor those costs will provide a regular update of the final price of the of cost during the execution of a contract， what may sometimes appear to be additional of minor significance can add up to large increase in pletion price. assists in highlighting problem areas before they maintaining a regular control system， the manager constantly updates his information on the statue of the aspects， including contract progress， materials deliver