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. |
From inside the book
Results 1-3 of 82
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 1.5 50 - hour week 1.0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Week ( b ) Cumulative cost of overtime ( including productivity & premium losses ) No return on overtime O -0.2 T T -0.4 1 2 3 4 5 6 7 8 Week ...
... productivity 60 - hour week . 2.0 1.5 50 - hour week 1.0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Week ( b ) Cumulative cost of overtime ( including productivity & premium losses ) No return on overtime O -0.2 T T -0.4 1 2 3 4 5 6 7 8 Week ...
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 | |
24 other sections not shown
Other editions - View all
Common terms and phrases
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