Professional Construction ManagementMcGraw-Hill, 1978 - 453 pages |
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Page 101
... change orders due to changes , drawing errors , and other modifications . A contingency allowance for changes and minor omissions should thus be developed so that an overall estimated cost at completion can be determined . Allowances for ...
... change orders due to changes , drawing errors , and other modifications . A contingency allowance for changes and minor omissions should thus be developed so that an overall estimated cost at completion can be determined . Allowances for ...
Page 397
... Changes in the proj- ect shall be authorized by Change Order . 9.1.1 A Change Order is a written order to the Construction Manager signed by the Owner or his authorized agent issued after the execution of this Agreement , authorizing a ...
... Changes in the proj- ect shall be authorized by Change Order . 9.1.1 A Change Order is a written order to the Construction Manager signed by the Owner or his authorized agent issued after the execution of this Agreement , authorizing a ...
Page 398
... Change Order . 9.3 Minor Changes in the Project 9.3.1 The Architect / Engineer will have authority to order minor Changes in the Project not involving an adjustment in the Guaranteed Maximum Price or an extension of the Construction ...
... Change Order . 9.3 Minor Changes in the Project 9.3.1 The Architect / Engineer will have authority to order minor Changes in the Project not involving an adjustment in the Guaranteed Maximum Price or an extension of the Construction ...
Contents
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Organization for Professional Construction | 33 |
Copyright | |
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Common terms and phrases
activities actual alternative applicable approach approval Architect Architect/Engineer ARTICLE award bar chart basic bid packages bidders budget building Change Order Chapter concepts concrete construction contracts Construction Cost Construction Manager's construction project control system cost code cost engineering critical path methods curve design-construct detail developed earthwork economic employees equipment evaluation example facilities factors fair-cost estimate field construction manager Figure Guaranteed Maximum Price home office HVAC industry inspection L. D. Miles materials ment methods Mountaintown Warehouse negotiated operations organization overall Owner payment percent performance phased construction planning and control plans and specifications preliminary prepared procedures procurement productivity professional construction manager progress project cost Project Manager proposed Public Buildings Service quality control quantities reports responsibilities safety and health schedule scope shop drawings standard Structural steel Subcontractor summary tion Total Trade Contractors unassigned unit Value Engineering