By W.J. Slater
Written by way of the country's top authority on development administration education, this e-book offers sensible examples of building administration difficulties and the way to accommodate them.
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Additional info for Cases in Construction Management
They did mainly schools, clubs, pubs and LA housing. They managed to get a few industrial buildings, but not many. They made a profit on some jobs and lost on others. The average profit generally worked out at 2 per cent. 6. He has no feed back system fromsite except to find out if the job as a whole made a profit or a loss. George Green (Site agent) George Green is one of Durham’s senior site agents: 1. He says that the estimator must not allow enough for materials in the first place. 2. He complains that many items that the buyer takes off are incorrect and have to be returned increasing the cost.
A I say it does. I operate with the yoke of the Profit and Loss Account around my neck. I can’t afford to make many mistakes. Q What does the Technical Director really do? A He is supposed to give technical advice and attends to the ‘nuts and bolts’ side of training such as booking hotels. He does some product training himself. He travels around the areas. Some of the Regional Directors say he interferes too much in things he hasn’t got anything to do with such as staff problems. He has a good knowledge of plant.
Case 30 ABC (Painters) Ltd are a subsidiary of Northern Construction. The Company did a great variety of work ranging from bridges painting to re-paints of fine buildings such as theatres, high class hotels and museums. The Darlington depot specialised in the high class work whilst the structural side was carried out from Newcastle. Owing to the present economic climate the amount of high class work had reduced considerably although the sturctural side is still very busy. John White and Bill Green were both good craftsmen they had been employed at Darlington for some four years.