Handbook of Construction Management and Organization |
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Page 27
A vital decision on a large equip- nent order might hang on the stubborn prejudice of a valued project manager or the VP - operations ' insistence on standardization of certain classes of equipment because of lower maintenance or lower ...
A vital decision on a large equip- nent order might hang on the stubborn prejudice of a valued project manager or the VP - operations ' insistence on standardization of certain classes of equipment because of lower maintenance or lower ...
Page 290
MESS HALL OPERATIONS Gain or ( Loss ) Mo. Operation X Men Meals / Days X 7 Days . Meals Meal Cost Meals Man Days Less Revenue Total Mess Hall Operations BARRACKS OPERATIONS Total Barracks Operations RESIDENCE OPERATIONS Operation Cost ...
MESS HALL OPERATIONS Gain or ( Loss ) Mo. Operation X Men Meals / Days X 7 Days . Meals Meal Cost Meals Man Days Less Revenue Total Mess Hall Operations BARRACKS OPERATIONS Total Barracks Operations RESIDENCE OPERATIONS Operation Cost ...
Page 493
Description Description Within each project , the overall system operation has not yet been automated ... and the job is broken down into the dimensions , and special handling individual operations to be estimated . instructions .
Description Description Within each project , the overall system operation has not yet been automated ... and the job is broken down into the dimensions , and special handling individual operations to be estimated . instructions .
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Common terms and phrases
accounting activities actual additional agent agreed agreement amount application bank basis become bond building capital changes charged complete concrete considered construction contract contractor cost COST AMOUNT cover detailed determine developed direct engineer equipment estimate expense experience facilities field Figure final financing handling important increase interest involved joint venture labor less limited loan loss machine maintenance major materials matter ment method necessary needed normally operations organization owner payment percent performance period personnel plans plant possible practice prepared preventive problems procedures production profit proposal purchase rates reason received records repair responsibility result schedule specifications statement subcontractors supplies surety tion tractor underwriter UNIT UNIT COST usually various