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 231
... trade into an area unless the men can keep working ; that is , in order to work closely behind a trade , the next trade must have its rate of advance clearly established . Delays between trades often take longer than does the actual ...
... trade into an area unless the men can keep working ; that is , in order to work closely behind a trade , the next trade must have its rate of advance clearly established . Delays between trades often take longer than does the actual ...
Page 239
... Trade vs. Industrial Unions . Traditionally in the United States , construction workers have organized by trades , since such a union need organize only a fraction of the workers in order to be effective ; their high degree of skill ...
... Trade vs. Industrial Unions . Traditionally in the United States , construction workers have organized by trades , since such a union need organize only a fraction of the workers in order to be effective ; their high degree of skill ...
Page 242
... trades may have a separate gate ; if the general contractor has a strike , the pickets may not picket the gate which is not used by the general contractor . This has proven to be an effective way to continue work when one trade is on ...
... trades may have a separate gate ; if the general contractor has a strike , the pickets may not picket the gate which is not used by the general contractor . This has proven to be an effective way to continue work when one trade is on ...
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Common terms and phrases
acceptance agreed agreement AIA DOCUMENT American Arbitration Association amount applicable approval arbitration Article ASPR attorney authority bid shopping bidder bond Brown & Root cash Change Order claims clause completion concrete construction Contract Documents Contracting Officer Contractor copy cost account cost control cost reports Davis-Bacon Act decision delay delivery detail determine disputes drawings employees engineer equipment errors estimate expense Figure firm foreman furnish Government hire home office INSTITUTE OF ARCHITECTS invoices job superintendent labor cost liability lien liquidated damages materials methods operations organization overhead Owner paid paragraph parties payroll percent percentage performance person plans procedure profit project manager proposal purchase order quantities reasonable responsible schedule separate sheet Shop Drawings specifications Subcontractor Sublet submitted supervision suppliers surety surety bond termination thereof trade union unit prices unless usually value engineering vendor