The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
Results 1-3 of 63
Page 40
... schedule the job , scheduled dates must be included in the subs ' contracts . The project manager may insert his own idea of the progress schedule into the contract , making dates late enough so there should be no problem in meeting ...
... schedule the job , scheduled dates must be included in the subs ' contracts . The project manager may insert his own idea of the progress schedule into the contract , making dates late enough so there should be no problem in meeting ...
Page 252
... schedule . If the actual is above the schedule , work is ahead by the percentage read off the scale to the right ; in this case , the actual work is 29 percent and the scheduled work is 25 percent . When a CPM system is used , the ...
... schedule . If the actual is above the schedule , work is ahead by the percentage read off the scale to the right ; in this case , the actual work is 29 percent and the scheduled work is 25 percent . When a CPM system is used , the ...
Page 258
... schedule , which reflects labor conditions , will have no float , the elimination of float does not mean the schedule has been tampered with for this reason . 2. Placing activities which require hard - to - get materials early in the ...
... schedule , which reflects labor conditions , will have no float , the elimination of float does not mean the schedule has been tampered with for this reason . 2. Placing activities which require hard - to - get materials early in the ...
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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