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 218
... productivity , the amount of work that a worker or crew can accomplish in a defined period of time . Of the two main factors , productivity is by far the harder to determine . While wages and other money components may stay essentially ...
... productivity , the amount of work that a worker or crew can accomplish in a defined period of time . Of the two main factors , productivity is by far the harder to determine . While wages and other money components may stay essentially ...
Page 227
... productivity 60 - hour week , 2.0 15 1.5 1.0 50 - hour week 0 1 3 4 5 6 7 8 9 10 11 12 13 14 15 Week ( b ) Cumulative cost of overtime ( including productivity & premium losses ) 0.8 0.6 0.4 0.2 0 -0.2 -0.4 0 1 2 3 4 5 6 7 8 Week No ...
... productivity 60 - hour week , 2.0 15 1.5 1.0 50 - hour week 0 1 3 4 5 6 7 8 9 10 11 12 13 14 15 Week ( b ) Cumulative cost of overtime ( including productivity & premium losses ) 0.8 0.6 0.4 0.2 0 -0.2 -0.4 0 1 2 3 4 5 6 7 8 Week No ...
Page 229
... productivity with estimated productivity in a straightforward manner . When a truly integrated management control system is utilized , actual man - hours can be compared to estimated man - hours , and actual productivity for components ...
... productivity with estimated productivity in a straightforward manner . When a truly integrated management control system is utilized , actual man - hours can be compared to estimated man - hours , and actual productivity for components ...
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