The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
Results 1-3 of 89
Page 201
... SUBCONTRACTOR DAMAGES FOR DELAY The subcontractor should expect to be responsible for delays he causes , but the standard contracts are not at all clear on this point . At best it is difficult to determine or prove such responsibility ...
... SUBCONTRACTOR DAMAGES FOR DELAY The subcontractor should expect to be responsible for delays he causes , but the standard contracts are not at all clear on this point . At best it is difficult to determine or prove such responsibility ...
Page 398
... Subcontractor to plan and per- form his Work properly . The Subcontractor shall be noti- fied promptly of any subsequent changes in the progress schedule and the additional scheduling details . 12.2.2 The Contractor shall provide ...
... Subcontractor to plan and per- form his Work properly . The Subcontractor shall be noti- fied promptly of any subsequent changes in the progress schedule and the additional scheduling details . 12.2.2 The Contractor shall provide ...
Page 404
... Subcontractor to plan and per- form his Work properly . The Subcontractor shall be noti- fied promptly of any subsequent changes in the progress schedule and the additional scheduling details . 12.2.2 The Contractor shall provide ...
... Subcontractor to plan and per- form his Work properly . The Subcontractor shall be noti- fied promptly of any subsequent changes in the progress schedule and the additional scheduling details . 12.2.2 The Contractor shall provide ...
Other editions - View all
Common terms and phrases
accept agreement American Arbitration Association amount approval arbitration architect attorney authority bid shopping bills bond building calculated cash charged claim clause complete concrete Contract Documents contractor copy cost account cost control cost reports cost-plus court decision delay delivery detailed determine drawings electrical employees engineer equipment error estimate example Figure firm foreman furnish give hire home office invoices job cost job superintendent labor cost liability liquidated damages low bid low bidder machine markup materials ment methods needed obliged obtain operations organization overhead owner paid party payment payroll percent percentage performance bond person personnel plans profit project manager purchase order reason received refuse responsible schedule separate sheet shop drawings specifications sub's subcontractor supervised suppliers surety surety bond tion trade union unit prices usually vendor workers