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. Copyright © Libri GmbH. All rights reserved. |
From inside the book
Results 1-3 of 86
Page 32
PROGRAM MANAGEMENT Program management ( sometimes called project management ) is an emerging concept being used on some of the very largest projects . Program management services may include no design or direct construction but could ...
PROGRAM MANAGEMENT Program management ( sometimes called project management ) is an emerging concept being used on some of the very largest projects . Program management services may include no design or direct construction but could ...
Page 405
Should one or more of the team members introduce concepts or policies detrimental to mutually satisfactory relationships , the concept deteriorates into an adversary situation , with inevita- ble negative effects upon both the project ...
Should one or more of the team members introduce concepts or policies detrimental to mutually satisfactory relationships , the concept deteriorates into an adversary situation , with inevita- ble negative effects upon both the project ...
Page 409
No concept can prosper and grow when inefficiency is tolerated or excused . Designers and construction managers who cannot put together successful projects under the professional concept will not survive in the competitive environment .
No concept can prosper and grow when inefficiency is tolerated or excused . Designers and construction managers who cannot put together successful projects under the professional concept will not survive in the competitive environment .
What people are saying - Write a review
We haven't found any reviews in the usual places.
Contents
Professional Construction Management in | 3 |
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Copyright | |
32 other sections not shown
Other editions - View all
Common terms and phrases
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
References to this book
Bibliographic information
| Title | Professional Construction Management Construction Series McGraw-Hill series in construction engineering and project management |
| Authors | Donald S. Barrie, Boyd C. Paulson |
| Edition | 2, illustrated |
| Publisher | McGraw-Hill, 1984 |
| Original from | the University of Michigan |
| Digitized | 5 Dec 2007 |
| ISBN | 0070038473, 9780070038479 |
| Length | 540 pages |
| Export Citation | BiBTeX EndNote RefMan |