The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
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Page 78
King Royer. As for checking figures , from a practical standpoint there is no reason that sums and products be exactly correct . There is a reason why an error is made , such as : 1. The item is unusual or in unusual dimensions , so that ...
King Royer. As for checking figures , from a practical standpoint there is no reason that sums and products be exactly correct . There is a reason why an error is made , such as : 1. The item is unusual or in unusual dimensions , so that ...
Page 154
... reason , arbitration is not entirely free of court procedures . 5. Arbitration proceedings are private . This is particularly important to professional contractors , who do not want to publicize disputes , particularly if the other ...
... reason , arbitration is not entirely free of court procedures . 5. Arbitration proceedings are private . This is particularly important to professional contractors , who do not want to publicize disputes , particularly if the other ...
Page 278
... reason other than there is just no work . It is surprising how many times when we turn down an applicant for membership for the reason we have no work available , the rascal then finds a job at our trade . Therefore , it seems to me ...
... reason other than there is just no work . It is surprising how many times when we turn down an applicant for membership for the reason we have no work available , the rascal then finds a job at our trade . Therefore , it seems to me ...
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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