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 31
To check the drawings to determine that work of the contractor's trades is being done properly , and to make spot checks of layout dimensions . 4. To review foremen's time reports , for the number of men reported , to avoid padding the ...
To check the drawings to determine that work of the contractor's trades is being done properly , and to make spot checks of layout dimensions . 4. To review foremen's time reports , for the number of men reported , to avoid padding the ...
Page 73
W. R. Park , in the Contractor's Management Handbook ( McGraw - Hill , Inc. , 1971 , Chapter 24 ) , explains how a contractor may determine his own probability of having the low bid at any selected markup , and then , by statistical ...
W. R. Park , in the Contractor's Management Handbook ( McGraw - Hill , Inc. , 1971 , Chapter 24 ) , explains how a contractor may determine his own probability of having the low bid at any selected markup , and then , by statistical ...
Page 113
conditions , and the engineering contracts provide that the contractor shall do so before proceeding with any construction which would make it difficult or impossible to determine accurately the conditions found .
conditions , and the engineering contracts provide that the contractor shall do so before proceeding with any construction which would make it difficult or impossible to determine accurately the conditions found .
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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