Professional Construction Management |
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Page 303
Yet value engineering has in general not been consistently adopted in any organized form by these firms or by ... the value engineer , has convinced a reluctant Joe Weakley , design director , to try a value - engineering analysis .
Yet value engineering has in general not been consistently adopted in any organized form by these firms or by ... the value engineer , has convinced a reluctant Joe Weakley , design director , to try a value - engineering analysis .
Page 307
Value Engineering , Item 5 Acceptance of an alternate proposal to use a local painter for a specialty product rather than an out - of - town manufacturer's installer , while preserving original guarantees . Savings : $ 12,500 Value ...
Value Engineering , Item 5 Acceptance of an alternate proposal to use a local painter for a specialty product rather than an out - of - town manufacturer's installer , while preserving original guarantees . Savings : $ 12,500 Value ...
Page 443
Value Engineering Barrie , Donald S. , and Gordon L. Mulch , “ The Professional Construction Management Team Discovers Value Engineering , " Journal of the Construction Division , ASCE , vol . 103 , no . C02 , Sept. , 1977 .
Value Engineering Barrie , Donald S. , and Gordon L. Mulch , “ The Professional Construction Management Team Discovers Value Engineering , " Journal of the Construction Division , ASCE , vol . 103 , no . C02 , Sept. , 1977 .
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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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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