The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
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Page 201
... SUBCONTRACTOR DAMAGES FOR DELAY The subcontractor should expect to be responsible for delays he causes , but the standard contracts are not at all clear on this point . At best it is difficult to determine or prove such responsibility ...
... SUBCONTRACTOR DAMAGES FOR DELAY The subcontractor should expect to be responsible for delays he causes , but the standard contracts are not at all clear on this point . At best it is difficult to determine or prove such responsibility ...
Page 398
... Subcontractor to plan and per- form his Work properly . The Subcontractor shall be noti- fied promptly of any subsequent changes in the progress schedule and the additional scheduling details . 12.2.2 The Contractor shall provide ...
... Subcontractor to plan and per- form his Work properly . The Subcontractor shall be noti- fied promptly of any subsequent changes in the progress schedule and the additional scheduling details . 12.2.2 The Contractor shall provide ...
Page 404
... Subcontractor to plan and per- form his Work properly . The Subcontractor shall be noti- fied promptly of any subsequent changes in the progress schedule and the additional scheduling details . 12.2.2 The Contractor shall provide ...
... Subcontractor to plan and per- form his Work properly . The Subcontractor shall be noti- fied promptly of any subsequent changes in the progress schedule and the additional scheduling details . 12.2.2 The Contractor shall provide ...
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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