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. |
From inside the book
Results 1-3 of 90
Page 24
3 Project engineer General superintendant Administrative manager Line responsibility • Field location Functional responsibility FIGURE 2-3 Construction company line and staff organization . ganization endeavors to solve the conflicts ...
3 Project engineer General superintendant Administrative manager Line responsibility • Field location Functional responsibility FIGURE 2-3 Construction company line and staff organization . ganization endeavors to solve the conflicts ...
Page 381
FIGURE 16-7 Linear responsibility chart ( LRC ) for quality control organization . ( From " System for Control of Construction Quality , " Journal of the Construction Division , ASCE , vol . 98 , no . C01 , March 1972 , p . 31. ) ...
FIGURE 16-7 Linear responsibility chart ( LRC ) for quality control organization . ( From " System for Control of Construction Quality , " Journal of the Construction Division , ASCE , vol . 98 , no . C01 , March 1972 , p . 31. ) ...
Page 481
3 CM firms normally try to eliminate any responsibility for consequential damages from the agreement with the owner since current fee structures do not permit assumption of risks that could have catastrophic consequences .
3 CM firms normally try to eliminate any responsibility for consequential damages from the agreement with the owner since current fee structures do not permit assumption of risks that could have catastrophic consequences .
What people are saying - Write a review
We haven't found any reviews in the usual places.
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
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
References to this book
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 |