Professional Construction ManagementThe subjects covered in this book include those normally studied in an introductory overview course on construction management, and there is enough depth and added material to serve as the basis for a more advanced course, focusing on organizational and contractual approaches to project management, and the related planning and control systems. This new edition strengthens its coverage of the business aspects of the industry, with a section devoted solely to the business methods in professional construction management. The text's practical in-depth approach to the major engineering and management techniques appeals to both students and practitioners alike. |
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Page 269
Essential elements in almost all project networks are activities , their durations , and the logical interrelationships among them . Given these , one can compute each activity's early start , late start , early finish , late finish ...
Essential elements in almost all project networks are activities , their durations , and the logical interrelationships among them . Given these , one can compute each activity's early start , late start , early finish , late finish ...
Page 285
This may be expressed mathematically as follows : FF ( x ) = Free float for activity x = Min ( ES ( all immediate ... The free floats for these activities are calculated : FF ( B ) = Min ( ES ( G ) , ES ( H ) , ES ( K ) ) — EF ( B ) ...
This may be expressed mathematically as follows : FF ( x ) = Free float for activity x = Min ( ES ( all immediate ... The free floats for these activities are calculated : FF ( B ) = Min ( ES ( G ) , ES ( H ) , ES ( K ) ) — EF ( B ) ...
Page 296
method is particularly suitable where the work of the individual units is for the most part independent , with only a few connecting activities . Where there is much intermingling of the work of several teams or units , it may be better ...
method is particularly suitable where the work of the individual units is for the most part independent , with only a few connecting activities . Where there is much intermingling of the work of several teams or units , it may be better ...
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Contents
Construction Industry and Practice | 3 |
Development and Organization of Projects | 14 |
Applications and Requirements for Management | 41 |
Copyright | |
31 other sections not shown
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Common terms and phrases
activities actual additional Agreement alternative amount applicable approach Architect associated award basic become budget building changes chapter claims companies compared completion concept concrete contract Contract Documents contractor cost delays detail determine developed direct Documents drawings effect employees engineering equipment estimate evaluation example factors field Figure final finish firms impact important increase individual industry involved labor limited major materials methods negotiated normally operations organization overall owner parties payment percent performance period phase planning practices prepared problems procedures procurement productivity professional construction manager progress proposed quantities rates reasonable representative responsibility result risk safety savings schedule scope selection shown shows similar Special specifications standard structure Subcontractor summary Trade union unit utilized
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Bibliographic information
| Title | Professional Construction Management McGraw-Hill civil engineering series McGraw-Hill international editions / Civil engineering series McGraw-Hill series in construction engineering and project management |
| Authors | Donald S. Barrie, Boyd C Paulson |
| Edition | 3, illustrated, reprint |
| Publisher | McGraw-Hill Education, 1992 |
| Original from | the University of Michigan |
| Digitized | 5 Dec 2007 |
| ISBN | 0070038899, 9780070038899 |
| Length | 577 pages |
| Export Citation | BiBTeX EndNote RefMan |