The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
Results 1-3 of 81
Page 77
... percent , with the same error of a $ 1,000 item estimated to 2 percent . The degree of precision in estimates of material quantities is usually high ; 1 percent is not uncommon . You may be wasting time by such precise estimating when ...
... percent , with the same error of a $ 1,000 item estimated to 2 percent . The degree of precision in estimates of material quantities is usually high ; 1 percent is not uncommon . You may be wasting time by such precise estimating when ...
Page 244
... percent rate , in Arizona ) and at times work as lather helpers ( at 7 percent in the same state ) . Throughout the nation , rates may vary from 78 percent , for chimney constructors in the District of Columbia , to 1.1 percent , for ...
... percent rate , in Arizona ) and at times work as lather helpers ( at 7 percent in the same state ) . Throughout the nation , rates may vary from 78 percent , for chimney constructors in the District of Columbia , to 1.1 percent , for ...
Page 252
... percentages for that particular bar . Site work , for example , should be 90 percent complete , but is between 40 and 90 , interpolated as 60 percent . It is therefore behind by 30 percent of the total . The overall status is read from ...
... percentages for that particular bar . Site work , for example , should be 90 percent complete , but is between 40 and 90 , interpolated as 60 percent . It is therefore behind by 30 percent of the total . The overall status is read from ...
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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