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 207
... effect is not unlike that caused by the frequent changes 11 Parker and Oglesby , op . cit . Productivity relative to 40 - hour week 1.0 0.9 0.8 50 - hour week Points of no return 10 0.7 60 - hour week 0.6 0.5 1 0 1 3 4 5 6 7 8 9 10 11 ...
... effect is not unlike that caused by the frequent changes 11 Parker and Oglesby , op . cit . Productivity relative to 40 - hour week 1.0 0.9 0.8 50 - hour week Points of no return 10 0.7 60 - hour week 0.6 0.5 1 0 1 3 4 5 6 7 8 9 10 11 ...
Page 331
... effect of a specification that ignores statistical variations and in effect demands perfection by requiring that no cylinders fall below the specified strength , consider the following : First , to have numbers to work with ...
... effect of a specification that ignores statistical variations and in effect demands perfection by requiring that no cylinders fall below the specified strength , consider the following : First , to have numbers to work with ...
Page 525
... Effect of Foremen on Safety in Construction , Technical Report No. 219 , Stanford University , Dept. of Civil Engineering , The Construction Institute , Stanford , Calif . , June , 1977 . Industrial Relations Anderson , Howard J ...
... Effect of Foremen on Safety in Construction , Technical Report No. 219 , Stanford University , Dept. of Civil Engineering , The Construction Institute , Stanford , Calif . , June , 1977 . Industrial Relations Anderson , Howard J ...
Contents
Professional Construction Management in | 3 |
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Copyright | |
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Common terms and phrases
activities activity x actual Agreement alternative applicable approach Architect Architect/Engineer ARTICLE award bar chart basic bid packages bidders budget building Change Order chapter completion concept concrete construction contracts Construction Cost Construction Manager's control system cost code cost engineering CPSR Critical Path Method curve design-construct detail developed drawings economic employees equipment evaluation example facilities factors fair-cost estimate field construction manager Figure finish firms Guaranteed Maximum Price home-office HVAC inspection kg/cm² labor materials ment methods Metier Management Systems negotiated operations organization overall Owner payment percent performance phased construction planning and control preliminary prepared procedures procurement productivity professional construction manager progress project cost Project Manager proposed quality control quantities reports responsibilities safety and health schedule shop drawings standard Structural Structural steel Subcontractor tion Total Trade Contractors unassigned unit Value Engineering