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 73
... percent markup ; as a matter of judgment , this is corrected to 2 percent and so entered in the last column , but underlined to indicate that the figure is an estimate , not a calculation , and that there is probably a difference ...
... percent markup ; as a matter of judgment , this is corrected to 2 percent and so entered in the last column , but underlined to indicate that the figure is an estimate , not a calculation , and that there is probably a difference ...
Page 219
... percentages for that particular bar . Site work , for example , should be 90 percent complete , but is between 40 and 90 , interpolated as 60 percent . It is therefore behind by 30 percent of the total . The overall status is read from ...
... percentages for that particular bar . Site work , for example , should be 90 percent complete , but is between 40 and 90 , interpolated as 60 percent . It is therefore behind by 30 percent of the total . The overall status is read from ...
Page 248
... percent may establish the prevailing rate . If fewer than 30 percent receive the same rate , rates are averaged . Since open - shop contractors pay varying rates but union contractors do not , this is virtually an order that union rates ...
... percent may establish the prevailing rate . If fewer than 30 percent receive the same rate , rates are averaged . Since open - shop contractors pay varying rates but union contractors do not , this is virtually an order that union rates ...
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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