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 170
... risk for remaining work to the contractor who will also receive full benefit from any underrun . Changing the scope during construction , however , will result in negotiations for extra work on both types of contract . GMP project ...
... risk for remaining work to the contractor who will also receive full benefit from any underrun . Changing the scope during construction , however , will result in negotiations for extra work on both types of contract . GMP project ...
Page 415
... Risk management may be defined as an organized approach to identifying and dealing with potential exposures . Insurance forms a major option in any risk management program to shift designated risks to a financially strong party who ...
... Risk management may be defined as an organized approach to identifying and dealing with potential exposures . Insurance forms a major option in any risk management program to shift designated risks to a financially strong party who ...
Page 480
... risk for actions that are clearly outside his control . It is not feasible to categorically define liabilities and risks that should or should not be assumed by the construction manager . Owners and CM firms are of varying degrees of ...
... risk for actions that are clearly outside his control . It is not feasible to categorically define liabilities and risks that should or should not be assumed by the construction manager . Owners and CM firms are of varying degrees of ...
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