Professional Construction ManagementMcGraw-Hill, 1978 - 453 pages |
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Page 167
... important here . Since time is among their scarcest resources , construction managers and supervisors simply cannot afford to wade through piles of extraneous data to obtain the information they need . The concrete superintendent should ...
... important here . Since time is among their scarcest resources , construction managers and supervisors simply cannot afford to wade through piles of extraneous data to obtain the information they need . The concrete superintendent should ...
Page 264
... important concept was implied in the discussion of learning curves in Chapter 10 , and was amplified in Chapter 11. Estimates necessarily must be based on averages . However , if one controls only against averages , one might expect ...
... important concept was implied in the discussion of learning curves in Chapter 10 , and was amplified in Chapter 11. Estimates necessarily must be based on averages . However , if one controls only against averages , one might expect ...
Page 270
... important to be able to allow for general inflation and equipment cost escalation in these analyses . Readers who ... important . SUMMARY This chapter has introduced some of the major concepts needed in cost engineering . This is one of ...
... important to be able to allow for general inflation and equipment cost escalation in these analyses . Readers who ... important . SUMMARY This chapter has introduced some of the major concepts needed in cost engineering . This is one of ...
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