The Construction Manager in the 80's |
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Page 86
Time studies for this purpose must be more detailed and precise than for cost accounting . 2. ... 3.15 PERCENTAGE ALLOWANCES Some cost items are not estimated in detail but are calculated as a percentage of detailed costs .
Time studies for this purpose must be more detailed and precise than for cost accounting . 2. ... 3.15 PERCENTAGE ALLOWANCES Some cost items are not estimated in detail but are calculated as a percentage of detailed costs .
Page 199
... the location is usually detailed on the contract drawings . ... other detail he might omit occurs when he needs supports from the structure , rather than from the ceiling itself , because of the weight of fixtures .
... the location is usually detailed on the contract drawings . ... other detail he might omit occurs when he needs supports from the structure , rather than from the ceiling itself , because of the weight of fixtures .
Page 258
The contractor is incapable of using such detailed planning , and the result is that increasingly detailed and nearly worthless data are given the owner , who becomes more confused . There is no substitute for construction experience to ...
The contractor is incapable of using such detailed planning , and the result is that increasingly detailed and nearly worthless data are given the owner , who becomes more confused . There is no substitute for construction experience to ...
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accept accordance accounting acts actual agreed agreement allowed amount appeal applicable approval arbitration Architect assume authority become bidder bond building cash cause charged claim clause complete considered construction contract Contract Documents contractor copy cost court damages decision delay detailed determine direct drawings employees engineer equipment error estimate example Figure firm foreman furnish give Government important invoices labor less loss machine materials methods necessary needed obtain operations organization otherwise owner paid party payment payroll percent performance person plans practice profit project manager proposal purchase reasonable received records referred refuse reports responsible result schedule separate specifications standard subcontractor submitted superintendent tion trade union unit unless usually workers written