The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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Page 55
... separate item , designate items that really have a purpose , are large enough that a small error , as one man - day , will not materially affect the result , and an item that the foreman or timekeeper on the job can readily separate ...
... separate item , designate items that really have a purpose , are large enough that a small error , as one man - day , will not materially affect the result , and an item that the foreman or timekeeper on the job can readily separate ...
Page 275
... separate . b . Offices should be in separate locations , with separate employees and officers . c . Separate banking and credit operations of the two firms . d . Hire separate employees initially , and do not interchange them between ...
... separate . b . Offices should be in separate locations , with separate employees and officers . c . Separate banking and credit operations of the two firms . d . Hire separate employees initially , and do not interchange them between ...
Page 330
... separate contracts are awarded for different portions of the Project or other work on the site , the term Contractor in the Contract Documents in each case shall mean the Contractor who executes each separate Owner- Contractor Agreement ...
... separate contracts are awarded for different portions of the Project or other work on the site , the term Contractor in the Contract Documents in each case shall mean the Contractor who executes each separate Owner- Contractor Agreement ...
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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