The Construction ManagerPrentice-Hall, 1974 - 400 pages Armstrong 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 27
... estimate from the beginning , if he has the time . The contractor will more readily accept estimate errors at this stage than later , after estimating error has made costs run high ( overrun ) . Some companies make less careful estimates ...
... estimate from the beginning , if he has the time . The contractor will more readily accept estimate errors at this stage than later , after estimating error has made costs run high ( overrun ) . Some companies make less careful estimates ...
Page 58
... estimate . A specialty contractor will devote more of his time to takeoff , but pricing ( which includes obtaining special prices from others ) is also significant . An estimate for a negotiated contract is different from an estimate ...
... estimate . A specialty contractor will devote more of his time to takeoff , but pricing ( which includes obtaining special prices from others ) is also significant . An estimate for a negotiated contract is different from an estimate ...
Page 3
... estimating , 75 ff . nature of , 76 repeated , 76 Estimate , 27 by computer , 78-79 daily , 53 Estimated cost items , 193 Estimate items , as cost account items , 40 Estimate probability , graph , 72 Estimate sheets , 78 Estimating , 58 ...
... estimating , 75 ff . nature of , 76 repeated , 76 Estimate , 27 by computer , 78-79 daily , 53 Estimated cost items , 193 Estimate items , as cost account items , 40 Estimate probability , graph , 72 Estimate sheets , 78 Estimating , 58 ...
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Common terms and phrases
acceptance accordance accounting acts additional agreed agreement allowed amount applicable approval arbitration Architect assume authority bidder bond building cause charged claims clause completion considered construction Contract Documents Contracting Officer Contractor copy cost covered damages decision delay designated detail determine direct drawings employees engineer equipment errors estimate example expense Figure final firm foreman furnish give Government important invoices labor less loss manager materials means methods necessary needed notice obligations obtained operations organization otherwise Owner paid parties payment percent performance person plans profit project manager proposal reasonable received records reference reports representative responsible result schedule separate sheet specifications standard Subcontractor submitted superintendent trade union unit unless usually written