The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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Page 39
... possible , overhead should not be figured as a percentage ; overhead costs consist of direct cost pertaining to a particular job ( as estimating successfully , purchasing negotiations , and supervising ) and dead costs , which are ...
... possible , overhead should not be figured as a percentage ; overhead costs consist of direct cost pertaining to a particular job ( as estimating successfully , purchasing negotiations , and supervising ) and dead costs , which are ...
Page 232
... possible to reduce his current taxes ( which will increase taxes in a later year ) , using this money as capital for a time . Some contractors , however , are not interested in this accelerated depreciation because the manager wants to ...
... possible to reduce his current taxes ( which will increase taxes in a later year ) , using this money as capital for a time . Some contractors , however , are not interested in this accelerated depreciation because the manager wants to ...
Page 239
... possible methods are not known to many superintendents and are therefore not repeated here , it can readily be done . This would eventually show up ( or an irate creditor would show up ) , and the possible amount can be very large . 9 ...
... possible methods are not known to many superintendents and are therefore not repeated here , it can readily be done . This would eventually show up ( or an irate creditor would show up ) , and the possible amount can be very large . 9 ...
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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