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 167
... operations , flow of information , and decision - making processes characteristic of a feedback control system appro ... operations get underway ( box 2 ) . The plans also become reference standards for control purposes ( box 5 ) . As ...
... operations , flow of information , and decision - making processes characteristic of a feedback control system appro ... operations get underway ( box 2 ) . The plans also become reference standards for control purposes ( box 5 ) . As ...
Page 171
... operations with vari- ances or other parameters exceeding certain predefined limits , exception reports focus management attention directly upon those operations most in need of control . The principle here is to identify and isolate ...
... operations with vari- ances or other parameters exceeding certain predefined limits , exception reports focus management attention directly upon those operations most in need of control . The principle here is to identify and isolate ...
Page 264
... operations on which they are incurred . In large , ongoing earthmoving operations this is often quite feasible , assuming that one actually can compute all the costs of the equipment . Problems arise , however , especially when trying ...
... operations on which they are incurred . In large , ongoing earthmoving operations this is often quite feasible , assuming that one actually can compute all the costs of the equipment . Problems arise , however , especially when trying ...
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