Handbook of Construction Management and Organization |
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Page 258
The larger and more diversified a company becomes , the greater is the problem of organizing the estimating ... the responsible estimator should be emotionally suited to intense study and analysis of the problems he will have to solve .
The larger and more diversified a company becomes , the greater is the problem of organizing the estimating ... the responsible estimator should be emotionally suited to intense study and analysis of the problems he will have to solve .
Page 440
Determine if any major problem areas exist such as excessive resource requirements or unfavorable variations in those requirements . 6. Reschedule , if necessary , to eliminate any major problems in the requirements for key resources .
Determine if any major problem areas exist such as excessive resource requirements or unfavorable variations in those requirements . 6. Reschedule , if necessary , to eliminate any major problems in the requirements for key resources .
Page 562
1 that the many facets of this problem be given attention without delay . ... turnover reports which , when examined , give a true reflection of the manpower problems that may exist in the locality where the work is being performed .
1 that the many facets of this problem be given attention without delay . ... turnover reports which , when examined , give a true reflection of the manpower problems that may exist in the locality where the work is being performed .
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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