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
... progress control . Cost - schedule - progress control systems integrated via a common computerized data base have been successful on very large projects . On smaller projects , the same integrated approach can be followed with little or ...
... progress control . Cost - schedule - progress control systems integrated via a common computerized data base have been successful on very large projects . On smaller projects , the same integrated approach can be followed with little or ...
Page 227
... progress , and of the current and future plans of project management . Basic concepts of planning , reporting , comparing , and projecting progress are shown on Figure 12-7 . Early , Late , and Actual Progress This section requires some ...
... progress , and of the current and future plans of project management . Basic concepts of planning , reporting , comparing , and projecting progress are shown on Figure 12-7 . Early , Late , and Actual Progress This section requires some ...
Page 228
... Progress scheduled Planned ( P ) early ( ES ) April May Time Progress scheduled late ( LS ) -Current date ( c ) Cumulative progress " S " curves Figure 12-8 Early , late , and actual progress . ( Adapted from Boyd C. Paulson , Jr ...
... Progress scheduled Planned ( P ) early ( ES ) April May Time Progress scheduled late ( LS ) -Current date ( c ) Cumulative progress " S " curves Figure 12-8 Early , late , and actual progress . ( Adapted from Boyd C. Paulson , Jr ...
Contents
Professional Construction Management in | 3 |
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Copyright | |
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activities activity x actual Agreement alternative applicable approach approval Architect award bar chart basic bid packages bidders budget building change orders Chapter completion concept concrete construction contracts construction cost Construction Manager's construction project contract packages contractor control system cost code cost engineering critical path Critical Path Method curve design-construct detail developed documents drawings earthwork economic equipment evaluation example facilities factors fair-cost estimate field construction manager Figure finish firms Guaranteed Maximum Price home office HVAC important inspection kg/cm² labor lump-sum materials ment methods Mountaintown Warehouse negotiated operations organization overall owner payment percent performance phased construction program plans and specifications prepared procedures productivity professional construction manager progress project cost Project Manager proposed quality control quantities reports responsibilities safety scope standard Structural steel subcontractors summary tion Total unassigned unit utilities Value Engineering