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 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