Professional Construction Management |
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Page 47
... and procurement schedule showing actual progress compared with that scheduled CPM summary schedule showing actual contract progress compared with scheduled progress for each contract Cost report comparing forecast - at - completion ...
... and procurement schedule showing actual progress compared with that scheduled CPM summary schedule showing actual contract progress compared with scheduled progress for each contract Cost report comparing forecast - at - completion ...
Page 125
It may contain a brief narrative description of the status of each major phase , provide quantitative information such as the physical percentage complete compared with scheduled completion , and forecast " at - completion " costs ...
It may contain a brief narrative description of the status of each major phase , provide quantitative information such as the physical percentage complete compared with scheduled completion , and forecast " at - completion " costs ...
Page 135
As project construction proceeds , it is evident that actual accomplishments must be compared with the overall plan if effective control is to be achieved . Many items discussed in cost control are equally applicable to progress control ...
As project construction proceeds , it is evident that actual accomplishments must be compared with the overall plan if effective control is to be achieved . Many items discussed in cost control are equally applicable to progress control ...
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Contents
MANAGEMENT IN PRACTICE | 15 |
Development and Organization of Projects | 18 |
Organization for Professional Construction | 33 |
Copyright | |
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Common terms and phrases
acceptance activities actual additional Agreement alternative amount applicable approach approval Architect associated award basic bidders budget building changes Chapter chart Company compared completion concepts concrete consideration contract Contractor cost curve detail determine developed direct documents drawings economic effect engineering equipment estimate evaluation example facilities factors field Figure finish firms floor important individual industry inspection involved knowledge labor major materials methods needed objectives obtained operations organization overall Owner packages payment percent performance period phase planning practices preliminary prepared problems procedures procurement productivity professional construction manager progress proposed purchase quantities reasonable reports responsibilities safety savings schedule scope selection shows Special specifications standard steel Structural Subcontractor summary testing tion Trade unassigned unit Value Engineering warehouse