Professional Construction ManagementMcGraw-Hill, 1984 - 540 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. Copyright © Libri GmbH. All rights reserved. |
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Page 137
... compared with the overall plan if effective control is to be achieved . Many items discussed in cost control are equally applicable to progress control . Cost - schedule - progress control systems integrated via a common computerized ...
... compared with the overall plan if effective control is to be achieved . Many items discussed in cost control are equally applicable to progress control . Cost - schedule - progress control systems integrated via a common computerized ...
Page 168
... compared with those shown on the drawings . Elapsed time can be compared with the estimated activity or project durations . Money committed or expended can be compared with the estimated budget . Resource usage can be plotted versus ...
... compared with those shown on the drawings . Elapsed time can be compared with the estimated activity or project durations . Money committed or expended can be compared with the estimated budget . Resource usage can be plotted versus ...
Page 209
... compared to estimated man - hours , and actual productivity for components and for the entire project can be easily measured . Manpower forecasts by craft will automatically be available from an integrated system based upon estimated ...
... compared to estimated man - hours , and actual productivity for components and for the entire project can be easily measured . Manpower forecasts by craft will automatically be available from an integrated system based upon estimated ...
Contents
Professional Construction Management in | 3 |
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Copyright | |
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acceptance activities actual additional Agreement alternative amount applicable approach approval Architect associated award basic become bidders budget building changes chapter chart claims Company completion concept concrete considerations contract Contractor cost detail determine developed direct documents drawings economic effect engineering equipment estimate evaluation example facilities factors field Figure final finish firms floor important individual industry inspection involved labor major materials methods needed negotiated objectives operations organization overall Owner packages payment percent performance period phase planning practices preliminary prepared problems procedures procurement productivity professional construction manager progress proposed quantities reasonable reports responsibilities safety savings schedule shows Special specifications standard Structural Subcontractor testing tion Trade unassigned union unit warehouse