【正文】 nt internal audit investigations， the work breakdown structure may be built item of spending which requires investigation can be assessed easily and approval of money for spending on a project is also formalized and under the very tight supervision of the authorizing body .indeed，there is a good deal of pressure on public corporations and other public bodies to initiate and install project control systems. The process of developing a project management information system（ MPIS） An information system within an anization must be doctored to suit the levels of management in that macro， meson， and micro levels are described below. The micro level .project engineers and the project team make up this level .the informationgathering system at this level should contain as much detail and be as frequently exercise as possible without neglecting the efficient running of the ， a monthly information retrieval system proves adequate .this is the first stage of that filter problem areas， site variations， abortive work，percentage pletions and monthly valuation are gathered. The memo level .the project manager heading the project team construction this level. His concern is with the total project ， its overall program and the likelihood of its cost not exceeding the amount authorized .he will receive this monthly input from his project team and pile less frequent reports to top management ， sometimes a system of reporting at key event dates is called for. The macro board of directors or pany executive falls into this members would typically be concert with a total capital investment programmer of which a particular project is a small part .report to them must be concise and contain only the minimum amount of detail required to them updated. 。 高層是 董事會或公司總經(jīng)理屬于范疇，其成員特別關注整個投資計劃，而其中的某項具體工程只是一個小部分。以下以高、中、低三個層次一闡述。 有助于估算工作。據(jù)現(xiàn)在的利率，這樣的代價是很高的。最高層管理部門（包括董事會，執(zhí)行董事等）作為機構(gòu)發(fā)張方向和目標的管理者統(tǒng)攬全局。一套好的控制體系有以下幾個優(yōu)點： 有助于控制成本。做到這一點需要對他人的需求和期望非常敏感。應 該注意到的是，在工程項目經(jīng)理與顧問、承包商、供應商這樣的局外人相互配合中，它可以通過對工程費用的控制來使用相當大的財力。 人事管理技能 工程項目經(jīng)理的工作效率在很大程度上取決于其能否在自己的隊伍里以及更大范圍的工程項目投資者群體里形成一種共同努力合作局面。比如，要列出工程基本規(guī)劃方案。 工程管理項目經(jīng)理縱觀全局的能力在工程的規(guī)劃階段是很重要的。有許多實例說明，有些項目經(jīng)理十分注重技術質(zhì)量，把注意力局限在技術管理方面，結(jié)果忽略了工程的組織機構(gòu)和人際關系看做一個整體并看到與整體有關 所有方面，這一點必不可少，這就是要求工程項目經(jīng)理具體高水平的縱觀全局的能力。 工程項目經(jīng)理有時會碰到很特殊的管理情況，此時他的這種力量就極有限。再者，工程項目經(jīng)理必須能夠運用與其領導環(huán)境中的偶發(fā)事件相適應的 恰當?shù)念I導風格。有必要制定一套規(guī)范的工程質(zhì)量控制方法，以適應與相應的環(huán)境。 有助于最高層管理部門及時掌控情況。過高估計現(xiàn)金外流量會導致過多的借貸。制定這樣一映真實情況的可行性報告提交項目審批人員。 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。有時要建立一個在發(fā)生重大事件的日期進行報告的