The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
Results 1-3 of 51
Page 39
... cash flow , calculating the cash requirements of the job , is explained in Chapter 6 , on accounting , and the planning and scheduling process is explained in Chapter 7 . The general contractor holds back a 10 percent retainage on his ...
... cash flow , calculating the cash requirements of the job , is explained in Chapter 6 , on accounting , and the planning and scheduling process is explained in Chapter 7 . The general contractor holds back a 10 percent retainage on his ...
Page 218
... cash method of reporting income is the simplest , and also the safest method to avoid a capital shortage due to tax payments . Calculating income by the cash method is simple and probably more beneficial to the contractor than are the ...
... cash method of reporting income is the simplest , and also the safest method to avoid a capital shortage due to tax payments . Calculating income by the cash method is simple and probably more beneficial to the contractor than are the ...
Page 231
... cash requirement just before the end of the job , $ 11,000 occurred because the masonry subcontractor was paid in full during the course of his work ( 10 percent of his contract ) . One may say that this was covered by the increase in ...
... cash requirement just before the end of the job , $ 11,000 occurred because the masonry subcontractor was paid in full during the course of his work ( 10 percent of his contract ) . One may say that this was covered by the increase in ...
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accept agreed agreement American Arbitration Association amount approval arbitration Architect authority bid shopping bidder bills bond building calculated cash charged claim clause complete concrete construction management Contract Documents Contracting Officer contractor copy cost account cost control cost reports cost-plus court damages decision delay delivery detail determine drawings employees engineer equipment error estimate Figure firm foreman furnish Government hire home office invoices job cost job superintendent labor cost liability liquidated damages low bid markup materials ment methods needed obtained operations organization overhead owner paid parties payment payroll percent percentage performance performance bond person personnel plans profit project manager purchase order reason received refuse responsible schedule separate sheet shop drawings specifications sub's Subcontractor submitted supervision suppliers surety surety bond tion trade union unit prices usually value engineering vendor workers