The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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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 accounting actual agreed agreement allow amount appeal apply approval arbitration architect assume authority bidder bills bond building calculated cash cause charged claim clause complete considered construction contract contractor copy cost court damages decision delay detailed determine direct Documents drawings employees engineer equipment error estimate example Figure firm foreman furnish give important invoices labor less loss materials methods necessary needed obtain operations organization owner paid particular party payment payroll percent performance person plans possible practice preparation profit project manager purchase purchase order reason received records reference refuse reports responsible result schedule separate sheet shown specifications standard subcontractor superintendent tion trade union unit unless usually workers writing written