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 47
A sample daily time sheet , as it would come from the foreman , is shown in Figure 2-2 . This sheet is made up in the office from the previous records , with the names and with badge numbers if used and pay rates . A number of sheets ...
A sample daily time sheet , as it would come from the foreman , is shown in Figure 2-2 . This sheet is made up in the office from the previous records , with the names and with badge numbers if used and pay rates . A number of sheets ...
Page 76
The Building Estimate Summary ( Figure 3-3 ) of the AGC may be used for the check sheet.5 > 3.17 Nature of Errors > An error is made because the mind puts an extraneous particle of information into a calculation ; at a critical time ...
The Building Estimate Summary ( Figure 3-3 ) of the AGC may be used for the check sheet.5 > 3.17 Nature of Errors > An error is made because the mind puts an extraneous particle of information into a calculation ; at a critical time ...
Page 78
3.18 Estimate Sheets The three processes in estimating usually done separately are quantity takeoff ( quantity survey ) ... I prefer that each kind of sheet be numbered in a different series and that the pricing sheet show the page in the ...
3.18 Estimate Sheets The three processes in estimating usually done separately are quantity takeoff ( quantity survey ) ... I prefer that each kind of sheet be numbered in a different series and that the pricing sheet show the page in the ...
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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