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 423
... 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 work . Alternately ...
... 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 work . Alternately ...
Page 455
... 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 , and a jury of in- dividuals unfamiliar with the construction ...
... 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 , and a jury of in- dividuals unfamiliar with the construction ...
Page 467
... 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 contractor , provided that work had been completed per the original ...
... 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 contractor , provided that work had been completed per the original ...
Contents
Construction Industry and Practice | 3 |
Development and Organization of Projects | 14 |
Applications and Requirements for Management | 41 |
Copyright | |
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activities actual AGC DOCUMENT Agreement alternative applicable arbitration Architect Architect/Engineer ASCE Associated General Contractors award bar chart basic bid packages bidders budget Change Order chapter claims completion concept concrete construction contracts Construction Cost Construction Division construction industry Construction Manager's construction projects Contract Documents control system cost code critical path Critical Path Method delays design-construct detail developed Direct Cost dispute drawings economic effect employees equipment evaluation example factors fair-cost estimate Figure firms Guaranteed Maximum Price home office HVAC impact L. D. Miles labor liability major Masterformat materials methods negotiated normally open-shop operations organization overall owner parties payment percent performance prepared procedures procurement productivity professional construction manager program management progress Project Manager quality control responsibility risk schedule scope standard Structural Structural steel Subcontractor tion Total union unit utilized value engineering