Organization: The organizational integration of the  project management must be clearly defined in the enterprise. To this belongs  for example clear functions, competence and responsibility or the establishment of a central unit of project management (e.g. project management office, project competence center).  Methodology: Here standards, instruments, methods and guide-lines are defined, which should be used for projects. The methodology is in general inpidually defined for each type of organization. In many cases the used methodology is  documented in the project management hand book. For example a typical instrument of work flow optimization is shown in figure 3.  Qualification: To establish a successful project management the project managers and their teams have to be prepared and qualified for their tasks. This can be done by seminars, training on the job, project coaching, etc. (see SCHROTH (2006)).  Information and communication: There must be IT based tools which guarantee a specific way of information and communication. Some software tools are available on the market and the web based systems are of clear advantage  for international project management where distributed access is necessary. Also document management systems are of great help in standardizing procedures. Besides the definition and establishment of the project management system there are some basic rules which are essential for successful international projects:  •  Definite contracts with clear definition of the legal situation and the financial conditions (terms and conditions) •  Knowledge of the conditions in the project countries •  Knowledge of the cultural aspects in those countries •  Clearly defined project organization and commitment of the contact persons •  Agreement on standardization of communication, reporting and documentation •  Agreement on the handling of disturbances, problems and conflicts •  Clear assistance of the enterprise management and the stakeholders •  Committed and competent project management team  International engineering or  surveying projects are quite  often subject to changes in technology and volume of work during the project period, especially for projects running several years. These changes or additional demands have to be handled by change orders or claims. But from what point on an additional demand results in a change order this depends on the evaluation by the project manager on site. Only he has the experience and the knowledge to take the right decision under consideration of  all technical, financial and cultural aspects (see MEHLBREUER (2004)).  It is very obvious that a project manager cannot consider and realize  all critical factors of success. International projects are highly complex entities and imply a lot of imponderability, which is why they are aligned by high risks.  4.2  Risk Management  Risk management is currently undergoing a radical transition. Reasons for this transition are an increase in risks and uncertainties in the business environment as well as regulations and capital market requirements. The consequence is a noticeable shift of emphasis from controlling single operation  risks like for an international project to controlling the overall risk position of an enterprise. “Corporate Risk Management” is integrated into corporate management, i.e. strategic management and controlling, and focuses on corporate objectives. Historically the risk management is based  on the experiences of insurance companies. Parallel developments took place in the banking business for covering financial risks like hedging. Besides these there are several fields where risk management tools and methods are developed: technical risk management (reliability of machines  and products), project management (project risks), IT-risk management (data safety) and strategic management.  Spectacular insolvencies of enterprises as Enron, Barings Bank, Swiss Air, Flowtex, etc. caused a number of guidelines and legal rules which are demanding for corporate risk management. These are national corporate government codices, the Corporate Sector Supervision and Transparency Act, credit assessment and rating procedures following the Basel II agreement, etc. Based on these regulations all enterprises are forced to establish risk management procedures in particular if they are working in global markets. More information about modern risk management can be found at FRENKEL (2005) and DENK et al. (2006).  As mentioned above project risks are a part of corporate risk management and for surveying and engineering companies an essential part.  In the surveying and GIS field international projects have in average a volume of several millions of Euros and ending up in total in quite high percentage of the annual revenue. Thus a very close supervision of these projects is necessary. The project risk management over all running projects is a clear demand for our discipline and also called by the auditors during the annual reporting. An efficient tool to manage project risks is the so called risk map (see figure 4) where all international projects from a certain project volume can be classified and supervised. For our engineering discipline at the first glace the risk management looks like additional administrative works. But with the establishment of such a system the offers and the production work-flow can be much closer to the real production costs and add-ons can be keep as small as possible which increases the competitiveness of the enterprise.  国际工程项目组织与管理英文文献和参考文献(3):http://www.youerw.com/fanyi/lunwen_53355.html