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 218
These components are ( 1 ) prices in money terms and ( 2 ) productivity . Both are essential to determining labor costs . For purposes of comparison , the concepts of " estimating " and " control " will be developed in parallel .
These components are ( 1 ) prices in money terms and ( 2 ) productivity . Both are essential to determining labor costs . For purposes of comparison , the concepts of " estimating " and " control " will be developed in parallel .
Page 227
Productivity as fraction of overtime hours worked Cost increase factor ( 40 - hour week = 1.0 ) 1.0 Productivity relative to 40 - hour week 2.5 1.0 0.9 0.8 0.7 0.6 60 - hour week 50 - hour week Points of no return 0.5 1 1 0 1 2 4 5 6 7 ...
Productivity as fraction of overtime hours worked Cost increase factor ( 40 - hour week = 1.0 ) 1.0 Productivity relative to 40 - hour week 2.5 1.0 0.9 0.8 0.7 0.6 60 - hour week 50 - hour week Points of no return 0.5 1 1 0 1 2 4 5 6 7 ...
Page 229
By keeping productivity records in worker - hours , however , one neutralizes the money component . For example , a contractor may determine that unit productivity for foundation forms is anticipated to be 0.10 unit hours per square ...
By keeping productivity records in worker - hours , however , one neutralizes the money component . For example , a contractor may determine that unit productivity for foundation forms is anticipated to be 0.10 unit hours per square ...
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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 |