The Construction ManagerArmstrong and Kotler's study guide with flashcards, better known as The Driver's Manual, is delivered in one compact binder. |
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Page 196
If progress is 50 percent greater during the third or fourth month , cash requirements increase by $ 15,000 during this period , illustrating that more frequent payments are necessary for a cash - short contractor to increase his ...
If progress is 50 percent greater during the third or fourth month , cash requirements increase by $ 15,000 during this period , illustrating that more frequent payments are necessary for a cash - short contractor to increase his ...
Page 198
Summary of Cash Flow Cash Flow by Months 0 1 2 3 4 5 6 Cash inflow * $ 12,500 $ 125,500 $ 166,400 $ 218,400 $ 84,750 $ 84,950 Paid to subs 50,000 75,000 178,000 94,500 39,500 Paid monthly 9,500 29,500 49,000 33,000 5,000 5,000 Paid ...
Summary of Cash Flow Cash Flow by Months 0 1 2 3 4 5 6 Cash inflow * $ 12,500 $ 125,500 $ 166,400 $ 218,400 $ 84,750 $ 84,950 Paid to subs 50,000 75,000 178,000 94,500 39,500 Paid monthly 9,500 29,500 49,000 33,000 5,000 5,000 Paid ...
Page 199
This is a one - time payment , and the cash requirement does not continue . It would therefore have been of advantage to the contractor to borrow for the few days the owner's payment was late . It also establishes a definite cost ...
This is a one - time payment , and the cash requirement does not continue . It would therefore have been of advantage to the contractor to borrow for the few days the owner's payment was late . It also establishes a definite cost ...
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accept accordance accounting acts additional agreed agreement allow amount applicable approval arbitration Architect assume authority become bidder bond building cash cause charged claims clause completion considered construction contract contractor copy cost damages decision delay detailed determine direct Documents drawings employees engineer equipment errors estimate example expense Figure firm foreman furnish give Government important invoices labor less loss machine materials methods necessary needed obtained operations organization owner paid party payment payroll percent performance person plans possible practice profit project manager purchase reason received records reference reports representative responsible result rules schedule separate sheet shown specifications standard Subcontractor superintendent trade union unit unless usually written