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 423
It can provide additional funds to the contractor under an arrangement to permit the original contractor to complete the project . It can take bids from other contractors or he can negotiate with a favored contractor to complete the ...
It can provide additional funds to the contractor under an arrangement to permit the original contractor to complete the project . It can take bids from other contractors or he can negotiate with a favored contractor to complete the ...
Page 455
The typical interim solution might be for the owner to pay the additional direct costs and to mutually agree to defer the acceleration and impact costs to the end of the project . All too often such disputes cannot be settled amicably ...
The typical interim solution might be for the owner to pay the additional direct costs and to mutually agree to defer the acceleration and impact costs to the end of the project . All too often such disputes cannot be settled amicably ...
Page 467
month plus any other costs directly increased by the delay , such as the additional cost of equipment rental during standby or delay periods . If the mechanical crafts received a wage increase which would not have been payable by the ...
month plus any other costs directly increased by the delay , such as the additional cost of equipment rental during standby or delay periods . If the mechanical crafts received a wage increase which would not have been payable by the ...
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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 |