Professional Construction ManagementMcGraw-Hill, 1984 - 540 pages The subjects covered in this book include those normally studied in an introductory overview course on construction management, and there is enough depth and added material to serve as the basis for a more advanced course, focusing on organizational and contractual approaches to project management, and the related planning and control systems. This new edition strengthens its coverage of the business aspects of the industry, with a section devoted solely to the business methods in professional construction management. The text's practical in-depth approach to the major engineering and management techniques appeals to both students and practitioners alike. Copyright © Libri GmbH. All rights reserved. |
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Page 32
... concept being used on some of the very largest projects . Program management services may include no design or ... concept as now emerging is in some ways similar to the project management concept generally favored by the design ...
... concept being used on some of the very largest projects . Program management services may include no design or ... concept as now emerging is in some ways similar to the project management concept generally favored by the design ...
Page 405
... concepts or policies detrimental to mutually satisfactory relationships , the concept deteriorates into an adversary situation , with inevita- ble negative effects upon both the project and individual participants . This section reviews ...
... concepts or policies detrimental to mutually satisfactory relationships , the concept deteriorates into an adversary situation , with inevita- ble negative effects upon both the project and individual participants . This section reviews ...
Page 408
... concept is an extension of the old functional organiza- tion for traditional projects . The concept substitutes a CM firm for the general contractor under a nonadversary position . Thus the professional concept of a three - party team ...
... concept is an extension of the old functional organiza- tion for traditional projects . The concept substitutes a CM firm for the general contractor under a nonadversary position . Thus the professional concept of a three - party team ...
Contents
Professional Construction Management in | 3 |
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Copyright | |
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activities activity x actual Agreement alternative applicable approach Architect Architect/Engineer ARTICLE award bar chart basic bid packages bidders budget building Change Order Chapter completion concept concrete construction contracts Construction Cost Construction Manager's construction project control system cost code cost engineering critical path Critical Path Method curve design-construct detail developed diagram drawings economic equipment evaluation example facilities factors fair-cost estimate field construction manager Figure finish firms floor forward pass Guaranteed Maximum Price home-office HVAC labor lump-sum materials ment methods negotiated node operations organization overall Owner payment percent performance phased construction planning and control preliminary prepared procedures procurement productivity professional construction manager progress project cost Project Manager proposed quality control reports responsibilities safety schedule shop drawings standard Structural Structural steel Subcontractor summary tion Total Trade Contractors unassigned unit Value Engineering