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 295
For example , different parts of a network might be prepared at different levels of detail . a Starting with a fairly broad network , activities along the critical path , as well as other activities and areas that might be potential ...
For example , different parts of a network might be prepared at different levels of detail . a Starting with a fairly broad network , activities along the critical path , as well as other activities and areas that might be potential ...
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 | |
24 other sections not shown
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Common terms and phrases
acceptance activities actual additional Agreement alternative amount applicable approach Architect associated award basic bidders building changes chapter claims companies compared completion concept concrete continue contract Contract Documents contractor cost delays detail determine developed direct discussed Documents drawings economic effect engineering equipment estimate evaluation example factors field Figure final finish firms force functional impact important increase individual industry involved labor limited major materials methods negotiated normally objectives obtain operations organization overall owner packages parties payment percent performance period phase planning practices prepared problems procedures procurement productivity professional construction manager progress proposed reasonable representative responsibility result risk safety schedule scope selection shows similar Special specifications standard Structural Subcontractor 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 |