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. |
From inside the book
Results 1-3 of 83
Page 71
... less cost . 3.14 Contingency and Profit Markup Besides the cost and competitive bid methods of determining the actual bid price , the contingency of loss looms large in the thinking of every contractor and is probably the single most ...
... less cost . 3.14 Contingency and Profit Markup Besides the cost and competitive bid methods of determining the actual bid price , the contingency of loss looms large in the thinking of every contractor and is probably the single most ...
Page 238
... less , and the more skilled men receive a larger wage , which reduces the pay of less skilled men who cannot produce as efficiently . Piecework has been used first as an incentive . However , when new men have become available at lower ...
... less , and the more skilled men receive a larger wage , which reduces the pay of less skilled men who cannot produce as efficiently . Piecework has been used first as an incentive . However , when new men have become available at lower ...
Page 248
... less skilled and less well paid than white construction workers , the Davis - Bacon Act tends to bar blacks from government construction projects , while other departments of the government are attempting to get more blacks employed ...
... less skilled and less well paid than white construction workers , the Davis - Bacon Act tends to bar blacks from government construction projects , while other departments of the government are attempting to get more blacks employed ...
Other editions - View all
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