Professional Construction ManagementMcGraw-Hill Education, 1992 - 577 pages The 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 21
... functional , ( 2 ) task force , ( 3 ) line and staff , and ( 4 ) matrix . Figure 2-2 provides simplified illustrations of these organizational types , and others are given in this section and later in the book . Functional Organizations ...
... functional , ( 2 ) task force , ( 3 ) line and staff , and ( 4 ) matrix . Figure 2-2 provides simplified illustrations of these organizational types , and others are given in this section and later in the book . Functional Organizations ...
Page 23
... functional checks and balances to preserve workmanship quality and accepted standards . The task force may be preoc- cupied in inventing the wheel because of the unavailability of the corporate memory personified by experienced senior ...
... functional checks and balances to preserve workmanship quality and accepted standards . The task force may be preoc- cupied in inventing the wheel because of the unavailability of the corporate memory personified by experienced senior ...
Page 33
... functional lines . Design , procurement and construction departments were coordinated by a project engineer who was responsible for the overall project with little or no authority to direct the functional groups . The real ...
... functional lines . Design , procurement and construction departments were coordinated by a project engineer who was responsible for the overall project with little or no authority to direct the functional groups . The real ...
Contents
Construction Industry and Practice | 3 |
Development and Organization of Projects | 14 |
Applications and Requirements for Management | 41 |
Copyright | |
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Common terms and phrases
activities actual AGC DOCUMENT Agreement alternative applicable arbitration Architect Architect/Engineer ASCE associated Associated General Contractors award bar chart basic bidders budget Change Order chapter claims completion concept concrete Construction Cost Construction Manager's construction projects Contract Documents cost code critical path critical path method curve delays design-construct detail developed Direct Cost dispute effect employees equipment evaluation example excavation factors fair-cost estimate field Figure finish firms forward pass Guaranteed Maximum Price home office HVAC impact L. D. Miles labor liability major Masterformat materials methods negotiated normally open-shop operations organization overall owner package parties payment percent performance phase prepared procedures procurement productivity professional construction manager progress Project Manager quality control quantities responsibility risk schedule scope specifications standard structure Subcontractor summary tion Total Trade Contractors union unit utilized value engineering workers