The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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Page 142
... damages when he bid the work . 3. A contract may have a specified delivery date and a provision that the contractor will pay specified damages on failure to complete . This provision will hold , subject to exten- sions of time as ...
... damages when he bid the work . 3. A contract may have a specified delivery date and a provision that the contractor will pay specified damages on failure to complete . This provision will hold , subject to exten- sions of time as ...
Page 143
... damages if he did not actually suffer damages . The clause Time is of the essence of this contract has been held to make the contractor liable , provided the contractor was aware of the damages which the owner would suffer by late ...
... damages if he did not actually suffer damages . The clause Time is of the essence of this contract has been held to make the contractor liable , provided the contractor was aware of the damages which the owner would suffer by late ...
Page 201
... 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 , but the ...
... 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 , but the ...
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Common terms and phrases
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