Professional Construction ManagementThe 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 202
... of the relevant labor agreements and govern- ment legislation . When it comes to control , there is a great deal that can be done by the contractor . Discussion of most of this area will be deferred to the section on productivity .
... of the relevant labor agreements and govern- ment legislation . When it comes to control , there is a great deal that can be done by the contractor . Discussion of most of this area will be deferred to the section on productivity .
Page 207
Productivity as fraction of overtime hours worked ill effects of scheduled overtime . This assumes , of course , that the shifts themselves do not run on a scheduled overtime basis . Nevertheless , as seen earlier , multishift work does ...
Productivity as fraction of overtime hours worked ill effects of scheduled overtime . This assumes , of course , that the shifts themselves do not run on a scheduled overtime basis . Nevertheless , as seen earlier , multishift work does ...
Page 209
By keeping productivity records in man - hours , however , one neutralizes the money component . For example , a contractor may determine that unit productivity for foundation forms is anticipated to be 0.10 man ...
By keeping productivity records in man - hours , however , one neutralizes the money component . For example , a contractor may determine that unit productivity for foundation forms is anticipated to be 0.10 man ...
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Contents
Professional Construction Management in | 3 |
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Copyright | |
29 other sections not shown
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Common terms and phrases
acceptance activities actual additional Agreement alternative amount applicable approach approval Architect associated award basic become bidders budget building changes chapter chart claims Company completion concept concrete considerations contract Contractor cost detail determine developed direct documents drawings economic effect engineering equipment estimate evaluation example facilities factors field Figure final finish firms important individual industry inspection involved labor major materials methods needed negotiated objectives operations organization overall Owner packages payment percent performance period phase planning practices preliminary prepared problems procedures procurement productivity professional construction manager progress proposed quantities reasonable reports responsibilities safety savings schedule shown shows Special specifications standard Structural Subcontractor testing tion Trade unassigned union unit warehouse
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Bibliographic information
| Title | Professional Construction Management Construction Series McGraw-Hill series in construction engineering and project management |
| Authors | Donald S. Barrie, Boyd C. Paulson |
| Edition | 2, illustrated |
| Publisher | McGraw-Hill, 1984 |
| Original from | the University of Michigan |
| Digitized | 5 Dec 2007 |
| ISBN | 0070038473, 9780070038479 |
| Length | 540 pages |
| Export Citation | BiBTeX EndNote RefMan |