Professional Construction ManagementMcGraw-Hill, 1978 - 453 pages |
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Page 253
... normally implicit rather than explicit in the day - to - day project reports that use the cost code . For example , rather than include the extra digits for the project number on each line item reported , it is normally printed just in ...
... normally implicit rather than explicit in the day - to - day project reports that use the cost code . For example , rather than include the extra digits for the project number on each line item reported , it is normally printed just in ...
Page 254
... normally appear only at the beginning of the file , and not in each cost record . Area - Facility Code Often in a project , there are certain distinct geograph- ic and physical features that logically separate one part of a project from ...
... normally appear only at the beginning of the file , and not in each cost record . Area - Facility Code Often in a project , there are certain distinct geograph- ic and physical features that logically separate one part of a project from ...
Page 255
... normally handled with a " distribution code " such as that shown on Figure 13-2 . In this way the costs associated with labor can interface with the payroll system , the materials costs can tie into the procurement schedule and the ...
... normally handled with a " distribution code " such as that shown on Figure 13-2 . In this way the costs associated with labor can interface with the payroll system , the materials costs can tie into the procurement schedule and the ...
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