Professional Construction ManagementMcGraw-Hill, 1978 - 453 pages |
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Page 202
... shown by n ' , the average worker - hours per unit should be less , as shown by w ' . It is therefore not sufficient simply to take average figures from one project and apply them directly to similar operations on a project being ...
... shown by n ' , the average worker - hours per unit should be less , as shown by w ' . It is therefore not sufficient simply to take average figures from one project and apply them directly to similar operations on a project being ...
Page 218
... shown on Figure 12-2b . Alternatively , a narrow , shaded reporting bar could be superimposed on an open plan bar , as shown on Figure 12-2c . Other variations are also used . Note that the current physical progress , a work function ...
... shown on Figure 12-2b . Alternatively , a narrow , shaded reporting bar could be superimposed on an open plan bar , as shown on Figure 12-2c . Other variations are also used . Note that the current physical progress , a work function ...
Page 219
... shown on Figure 12-4a . This progress need not be uniformly linear ; it can be distributed as shown in Figure 12-3 . Progress may be reported on Type II bar charts by using either of the graphical conventions explained for Type I ...
... shown on Figure 12-4a . This progress need not be uniformly linear ; it can be distributed as shown in Figure 12-3 . Progress may be reported on Type II bar charts by using either of the graphical conventions explained for Type I ...
Contents
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Organization for Professional Construction | 33 |
Copyright | |
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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