By Norman Willoughby
ISBN-10: 0969812612
ISBN-13: 9780969812616
Even supposing the 1st variation used to be complete and supplied adequate details to make sure such a lot contractors a winning venture and a profitable enterprise, additional info is best! This moment version has approximately 16,000 extra phrases (a 25% raise) - however the necessities are unchanged. there's extra aspect and extra causes all through to offer a neater figuring out of the rules and practices of venture administration; extra at the implications of contracts and their significance to client/contractor kin; a explanation of strategic assessment; a piece extra on "as-builts", estimating, the significance of tracking and its funds and on supervision and management. make sure you ponder your client's heritage - even substantial businesses cross bankrupt; the contractor isn't really continually incorrect!
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Additional resources for Project Management for Builders and Contractors
Example text
What does a Scope of Work do for you as builder or Project Manager? It tells you: + how many sub-trades you will need and what they are it suggests an order of work + it ensures that you do no more than you have contracted for it establishes a basis for claims for additional work + it establishes a schedule for ordering materials it gives an idea of how much time you must spend on coordination and inspection + with the WBS it gives a sound basis for an estimate it shows interfaces with existing work and other contractors (if there are any) + + + + What does it do for the Client?
73 & 66) LOGICAL FRAMEWORK ANALYSIS (LFA) This planning format must be mentioned, again only briefly, because it can be especially u s e l l when your business has grown, when you are considering expansion or if there is a complex project in which you have a financial interest; in these circumstances especially, it could be considered essential. But, if you have the time and the inclination and you really want to understand the implications of a proposed project, the LFA will give you an answer for even the smallest project.
Unless there is a specific clause in the Builder's contract to the contrary (and this would be very unusual), the Landscape Architect may not, repeat not, instruct the Landscape Contractor nor, for that matter, directly instruct the Builder. Do not even consider having a clause in your contract that allows direct contact between a Consultant or Client and one of your Sub-contractors. All the Builder's Sub-contractors and the Client should have a copy of this chart as a supplement to the contract or purchase order or whatever form of agreement is used.
Project Management for Builders and Contractors by Norman Willoughby
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