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 46
This estimate enables the foreman to plan well in advance the number of men he needs and to adjust the size of his work force . This approximation does not need to conform exactly with cost item estimates . 5. PO indicates the purchase ...
This estimate enables the foreman to plan well in advance the number of men he needs and to adjust the size of his work force . This approximation does not need to conform exactly with cost item estimates . 5. PO indicates the purchase ...
Page 55
More often , the error is in the cost system itself ; for this reason , each foreman should weekly review the cost reports of his ... if they don't trust your bookkeeper ) , and gives a tremendous boost to the foreman's efficiency .
More often , the error is in the cost system itself ; for this reason , each foreman should weekly review the cost reports of his ... if they don't trust your bookkeeper ) , and gives a tremendous boost to the foreman's efficiency .
Page 258
In the Disney World Agreement , the Carpenters required that a carpenter directing fewer than five men be paid at foreman rates . If more than five carpenters are employed , one must be designated a foreman , but no further requirements ...
In the Disney World Agreement , the Carpenters required that a carpenter directing fewer than five men be paid at foreman rates . If more than five carpenters are employed , one must be designated a foreman , but no further requirements ...
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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