The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
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Page 140
... shown 3 feet too high on plans , and the building site was actu- ally under water . 2. A hard layer of material , which could be ripped and which the government knew to ex- ist , was not shown on drawings . 3. A soft rock bottom ...
... shown 3 feet too high on plans , and the building site was actu- ally under water . 2. A hard layer of material , which could be ripped and which the government knew to ex- ist , was not shown on drawings . 3. A soft rock bottom ...
Page 250
... shown . The progress report data from a Gantt chart may be summarized with other jobs , which is important for federal agen- cies , who must keep track of spending for budgetary purposes . The Gantt chart lacks detail , particularly in ...
... shown . The progress report data from a Gantt chart may be summarized with other jobs , which is important for federal agen- cies , who must keep track of spending for budgetary purposes . The Gantt chart lacks detail , particularly in ...
Page 259
... shown as Figure 7-4 . This diagram is as it would be made without consideration of variations in the work force . Path 1 ( 1-5-7 ) is critical , with float times for the other paths as shown . In addition to the completion time ...
... shown as Figure 7-4 . This diagram is as it would be made without consideration of variations in the work force . Path 1 ( 1-5-7 ) is critical , with float times for the other paths as shown . In addition to the completion time ...
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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