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 86
... period , bidding period , and evaluation and award period . This schedule must be developed early and must be used by the designer , owner , and manager in performing their assigned tasks . The schedule will form the control standard ...
... period , bidding period , and evaluation and award period . This schedule must be developed early and must be used by the designer , owner , and manager in performing their assigned tasks . The schedule will form the control standard ...
Page 115
... period , and other information if required . 2 The body of the report organized to identify work completed during the period and to date . Columns are normally provided for recording quantities or percent complete , and dollar amounts ...
... period , and other information if required . 2 The body of the report organized to identify work completed during the period and to date . Columns are normally provided for recording quantities or percent complete , and dollar amounts ...
Page 127
... period , significant work to be accomplished in the next period , and a discussion of major problems , with solutions or proposed solutions . Quantitative information is more significant than general discussion . Schedule Status This ...
... period , significant work to be accomplished in the next period , and a discussion of major problems , with solutions or proposed solutions . Quantitative information is more significant than general discussion . Schedule Status This ...
Contents
Professional Construction Management in | 3 |
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Copyright | |
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Common terms and phrases
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