Deskbook for the Contractor and Manager |
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Page 46
So the contractor must set the scene and make his or her workers a part of the change process . This method is superior to the directing of a change . . 2.3.4 Establishing Authority and Responsibility We have stated earlier that the ...
So the contractor must set the scene and make his or her workers a part of the change process . This method is superior to the directing of a change . . 2.3.4 Establishing Authority and Responsibility We have stated earlier that the ...
Page 242
When sucha proritter decision of the Architect states and he will not be responsible for the Contractor's failure ( 1 ) thai the deckida ishthal but subject to appeal , and to carry out the work in accordance with the Contract ...
When sucha proritter decision of the Architect states and he will not be responsible for the Contractor's failure ( 1 ) thai the deckida ishthal but subject to appeal , and to carry out the work in accordance with the Contract ...
Page 245
... good order and marked currently to record all changes 4.14 CUTTING AND PATCHING OF WORK made during construction , and approved Shop Drawings , 4.14.1 The Contractor shall be responsible for all cutting , Product Data and Samples .
... good order and marked currently to record all changes 4.14 CUTTING AND PATCHING OF WORK made during construction , and approved Shop Drawings , 4.14.1 The Contractor shall be responsible for all cutting , Product Data and Samples .
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Contents
MANAGEMENT OF THE COMPANY | 26 |
ACCOUNTING RECORD KEEPING AND FINANCIAL REPORTS | 60 |
PROFIT PLANNING CHECKING AND MANAGING | 104 |
Copyright | |
6 other sections not shown
Common terms and phrases
accept accounts agreement AIA DOCUMENT AMERICAN amount applicable Architect assets authority Bidder bond budget building calculated capital cash chapter claims completion construction Contract Documents contractor corporation costs covered damages defined depreciation designated determine direct earnings employees entered equipment established estimated example expected expenses Figure final fixed goals income increase INSTITUTE interest labor less liability limited loss materials means ment method notice obligations obtain operation organization overhead Owner parties payment percent performance period person prepared present probably problem production profit reasonable received records reference responsible safety schedule shows skills specific standards statement Subcontractor Subpart tion tractor variable workers written XX XX