The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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Page 7
... important , and the project manager follows his work through the network so that important matters will get prompt action . To eliminate conflicts between project managers , there may be a supervisory project manager ( sometimes called ...
... important , and the project manager follows his work through the network so that important matters will get prompt action . To eliminate conflicts between project managers , there may be a supervisory project manager ( sometimes called ...
Page 173
... important . Nevertheless , the failure of vendor and buyer to agree on time of delivery is an important cause of delays . Some large companies who quote through local distributors do not allow the local dis- tributor ( or manufacturer's ...
... important . Nevertheless , the failure of vendor and buyer to agree on time of delivery is an important cause of delays . Some large companies who quote through local distributors do not allow the local dis- tributor ( or manufacturer's ...
Page 187
... important in order to make arrangements to have money to pay them , or to make arrangements for delay . The accountant has the bills actually received and unpaid by him , but he has no record of materials received on the job which have ...
... important in order to make arrangements to have money to pay them , or to make arrangements for delay . The accountant has the bills actually received and unpaid by him , but he has no record of materials received on the job which have ...
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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