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. |
From inside the book
Results 1-3 of 69
Page 202
... productivity . However , to illustrate briefly the money side for overtime and shift differentials , the alternatives are shown on Figure 11-6 . Curve A shows the average hourly wages for working 8 hours straight time at $ 10 per hour ...
... productivity . However , to illustrate briefly the money side for overtime and shift differentials , the alternatives are shown on Figure 11-6 . Curve A shows the average hourly wages for working 8 hours straight time at $ 10 per hour ...
Page 207
... productivity problems as well . Parker and Oglesby point out that when shifts are regularly rotated ( say on a weekly or biweekly basis ) , the natural bodily rhythms of the workers are continuously disrupted and the workers are ...
... productivity problems as well . Parker and Oglesby point out that when shifts are regularly rotated ( say on a weekly or biweekly basis ) , the natural bodily rhythms of the workers are continuously disrupted and the workers are ...
Page 209
... productivity with estimated productivity in a straightforward manner . When a truly integrated management control system is utilized , actual man - hours can be compared to estimated man - hours , and actual productivity for components ...
... productivity with estimated productivity in a straightforward manner . When a truly integrated management control system is utilized , actual man - hours can be compared to estimated man - hours , and actual productivity for components ...
Contents
Professional Construction Management in | 3 |
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Copyright | |
33 other sections not shown
Other editions - View all
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