Professional Construction ManagementMcGraw-Hill, 1978 - 453 pages |
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Page 167
... important here . Since time is among their scarcest resources , construction managers and supervisors simply cannot afford to wade through piles of extraneous data to obtain the information they need . The concrete superintendent should ...
... important here . Since time is among their scarcest resources , construction managers and supervisors simply cannot afford to wade through piles of extraneous data to obtain the information they need . The concrete superintendent should ...
Page 264
... important concept was implied in the discussion of learning curves in Chapter 10 , and was amplified in Chapter 11. Estimates necessarily must be based on averages . However , if one controls only against averages , one might expect ...
... important concept was implied in the discussion of learning curves in Chapter 10 , and was amplified in Chapter 11. Estimates necessarily must be based on averages . However , if one controls only against averages , one might expect ...
Page 288
... important impact . In the case of materials , the main sources of information are requisitions , bids and quotations , purchase orders and subcontracts , shipping documents , receiving documents , and invoices . In most cases , these ...
... important impact . In the case of materials , the main sources of information are requisitions , bids and quotations , purchase orders and subcontracts , shipping documents , receiving documents , and invoices . In most cases , these ...
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
activities actual Agreement alternative applicable approach Architect Architect/Engineer ARTICLE award bar chart basic bid packages bidders budget building Change Order Chapter completion concepts concrete construction contracts Construction Cost Construction Division Construction Manager's control system cost code cost engineering critical path methods curve design-construct detail developed earthwork economic employees equipment evaluation example facilities factors fair-cost estimate field construction manager Figure Guaranteed Maximum Price home office HVAC industry inspection kg/cm² L. D. Miles materials ment methods Mountaintown Warehouse negotiated operations organization overall Owner payment percent performance phased construction planning and control plans and specifications preliminary prepared procedures procurement productivity professional construction manager progress project cost Project Manager proposed Public Buildings Service quality control quantities reports responsibilities safety and health schedule shop drawings standard Structural steel Subcontractor summary tion Total Trade Contractors unassigned Value Engineering