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Preface | |
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Acknowledgments | |
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Author's Note | |
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Introduction | |
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Mission | |
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Remodeling Market | |
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Players | |
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Single proprietorships and new ventures | |
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Small to midsize firms | |
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Overbooking | |
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Absenteeism and Turnover | |
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Absence | |
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Turnover | |
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Large Corporations/Developers | |
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What It Takes | |
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Finding a Niche in the Modern Marketplace | |
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Level of Comfort | |
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Success Story? | |
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Mission Statement | |
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Mission Statement of Modern Builders Inc. | |
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Sources of Work | |
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Networking | |
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Passive networking | |
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Active networking | |
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Ethics | |
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Respect | |
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Honesty | |
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Integrity | |
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Trust | |
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Teamwork | |
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Clients | |
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Architects and Interior Designers | |
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Employees | |
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Workers Today and the Work Ethic | |
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Subcontractors and Subcontracts | |
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General Public | |
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Resident Entities and Pet Contractors | |
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The Interdisciplinary Approach | |
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Mission Statement | |
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Ethics | |
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Quality and Proficiency | |
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Consistency | |
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People Skills | |
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Communication | |
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Face-to-face | |
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Telephone | |
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E-mail | |
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Written | |
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Notes | |
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The zen of residential construction general management | |
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10 keys to effective communicating | |
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Endnotes | |
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Valuation | |
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Key Causes of Loser Contracts | |
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Undervaluation of base contract | |
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Undervaluation of General Conditions: Overhead and Indirect Costs | |
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Office administration | |
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Administrative Assistant or Secretary | |
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Project Management | |
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Scheduling | |
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Field Personnel | |
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Quantifying General Conditions | |
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Aggressive Schedules | |
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Poor Cash Flow | |
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Unskilled or Inappropriate Level Production | |
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Unknown Subcontractors and Vendors | |
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The Low Bid | |
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Difficult Architects and Clients | |
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The Winning Story of "The One That Got Away" | |
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Lack of Leverage in Contract | |
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100 Acre Wood | |
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Contracts | |
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Contract structures | |
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Competitive bid/stipulated sum | |
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Budget | |
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Construction management | |
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Fast track | |
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Negotiated bid and high-end | |
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Design-build | |
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Cost-plus or fee based | |
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Unit price | |
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Subcontracts | |
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Purchase Orders | |
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Scope of work and named drawings | |
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Schedule Requirements | |
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Special Considerations: The Perils of High-End Construction | |
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Less Is More | |
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High-End Hi-Jinx | |
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High-End Residential Quality Control | |
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Sequence of gypsum board partition installation | |
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What went wrong? | |
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Material Shortages/Price Fluctuations | |
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Unfamiliarity with Materials, and Learning Curves | |
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Successful Projects | |
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Architect | |
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Engineer | |
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Contractor | |
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Subcontractors | |
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Clients | |
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Others | |
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Positive Experience | |
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Negotiated Bid | |
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The Drawings and Specifications Are Thorough | |
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Solid Design Team | |
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Familiarity with the Program | |
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Adequate Schedule | |
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Reasonable Client and Architect | |
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Synopsis of Bid Development | |
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Review All Design Documentation and Specifications | |
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Sample Estimator Job Description | |
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Preconstruction | |
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Construction | |
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Visit Site | |
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Meet with Architect and Client | |
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Quantity Takeoffs and Bid Outline | |
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Solicit and Qualify Bids from Multiple Vendors | |
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Bid Models | |
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RFIs/Clarifications | |
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Select Bidders to Sponsor | |
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Assemble Bid | |
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Qualifications and Exclusions | |
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Peer Review and Proofreading | |
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Presentation | |
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Rebid and/or Value Engineer | |
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Shipping and Handling the Goods | |
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Making Arrangements for Missing, Incorrect, Late Delivery, or Damaged Goods | |
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Revised Presentation | |
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Bidding Systems | |
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"0.0 and 1.x Syndrome" | |
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Three Deal Breakers for Buying Bundled or Comprehensive Programs | |
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The Construction Specifications Institute | |
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Cost Tracking | |
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Change Orders | |
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Negotiating change orders | |
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Change orders are necessitated in several ways | |
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Subcontractor change orders | |
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Pricing change orders | |
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The nature of change orders | |
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Additional time | |
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Making Money by Not Losing Money | |
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Project 1 | |
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Project 2 | |
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Project 2 (value engineered) | |
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Taking the Meat Out of the Contract | |
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Notes | |
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Key causes of "loser" contracts | |
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Project checklist: Preconstruction | |
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Hallmarks of a winning prospect | |
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Right and wrong ways to make money | |
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Endnotes | |
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Time | |
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Critical Path Method | |
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Schedule Formats | |
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Contract Schedule | |
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Working and Reconstructed Schedule | |
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Tracked Schedule | |
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Scheduling Software | |
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Scheduling: Means and Methods | |
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Creating a Schedule | |
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Planning | |
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Basic Planning Phases Scheduling | |
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Divisions | |
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The Gantt Chart | |
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Plotting the Schedule | |
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Schedule Tracking | |
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Baseline | |
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Progress Updates | |
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0148: Mechanical Coordination | |
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0024 MEPS | |
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Change Order Scheduling | |
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Notes | |
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The importance of schedules | |
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Key obstructions to facilitating a project | |
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Endnotes | |
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Building | |
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Qualification Process | |
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What is the status of the design documents? | |
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What is the budget? | |
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What will be the contract structure? | |
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What is the schedule? | |
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What are the qualifications? | |
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In-house staff | |
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Documentation | |
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Application for payment | |
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Acknowledgment of request for pricing/change in the work | |
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Drawing and SK Log | |
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Meeting minutes | |
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Request for information log | |
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Submittal cover/submittal log | |
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Change orders/change order log | |
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Discrepancies in Design Documents with Existing Conditions | |
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Notification of unforeseen existing condition | |
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Production Department Job Descriptions | |
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Predemolition | |
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Demolition and removals | |
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Layout | |
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General construction | |
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Systems Integration | |
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MEP Coordination Process | |
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Rough-in and framing inspections | |
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White Box | |
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Shop Drawings and Dimensions | |
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Finishes | |
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Wood, stone, metal, glass, and paint | |
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Substantial Completion | |
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Punch List | |
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Final Completion | |
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"Tricks of the Trade" | |
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Unauthorized installations | |
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Pace | |
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Poor workmanship | |
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Levels | |
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Sequencing | |
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Notes | |
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Project checklist: Preconstruction | |
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Project checklist: Predemolition | |
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Project checklist: Mobilization | |
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Project checklist: Production | |
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Project checklist: Closeout | |
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Endnotes | |
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Residential Construction Management | |
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Owner's Responsibilities in Construction Management Contracts | |
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Construction Management Contract Structures | |
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American Institute of Architects (AIA) construction manager agreements | |
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Construction Management Association of America (CMAA) document family | |
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Division of Labor | |
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Residential Construction Management Project Life Cycle | |
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Preconstruction phase | |
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Design and development management | |
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Selection of bidders and bid solicitation | |
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Bid qualification | |
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Subcontracts | |
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Stalled Projects | |
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Construction Management Documentation | |
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Residential Construction Management Project Life Cycle | |
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Production phase | |
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Rate of production | |
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Quality controls | |
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Production management structure | |
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General Conditions on Construction Management Projects | |
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Site conditions | |
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Bookkeeping | |
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Cost tracking | |
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Schedule tracking | |
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Closeout | |
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The Consummate CM | |
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Never lose sight of the big picture | |
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Know your place in the big picture | |
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Orchestrate a game plan | |
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Follow-up and unfinished business | |
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Get the job done | |
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Notes | |
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Summary of construction management preconstruction life cycle | |
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Consummate CM's production philosophy | |
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Endnotes | |
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Operations | |
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Small Company Infrastructure | |
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Construction Staff Structures | |
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Executive | |
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Principals | |
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General manager | |
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Recruitment and Interviews | |
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Administrative | |
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Office manager | |
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The Office Paperwork Conundrum | |
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Inbox | |
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Outbox | |
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The Paperless Office | |
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Project Manager | |
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Estimator | |
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Bookkeeping and Accounting | |
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Administrative Support Staff and Interns | |
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Common Administrative Problems | |
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Production | |
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Superintendent | |
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Mechanics/Laborers/Drivers | |
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Project Manager Level Tasks | |
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Preconstruction Phase Tasks | |
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Refining the Schedule | |
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Site Visits/Surveys | |
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Assist with buyouts | |
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Preconstruction Meetings | |
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Long-Lead Submittals | |
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Production Phase Tasks | |
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Submittals | |
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Weekly job meetings | |
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Meeting times | |
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Agendas | |
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Publishing the minutes | |
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Old minutes | |
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Cost tracking | |
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Application for payment | |
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Change orders | |
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Architect | |
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Owner | |
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General Manager | |
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Superintendent | |
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Resources (In-House, Vendors and Subcontractors) | |
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Construction Managed Project Management | |
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Degree and Nature of Involvement | |
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Construction Managing Project Manager's Preconstruction Phase Tasks | |
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Feasibility study | |
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Selection of design team | |
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Design and development management | |
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Refine the schedule | |
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Visit the site/survey the site | |
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Preconstruction meetings with vendors and subcontractors; RFIs | |
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Assist with buyouts | |
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Construction Managing Project Manager's Production Phase Tasks | |
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Submittals | |
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Job meetings | |
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Applications for payment | |
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Cost tracking | |
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Change orders | |
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Conflict Resolution | |
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Superintendent | |
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Housekeeping | |
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Record Keeping | |
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Production | |
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Basic and daily tasks | |
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Complex tasks | |
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Quality control | |
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Superintendent/Project Manager | |
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Superintendent/Project Manager Task Prioritization | |
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First-priority superintendent tasks (acting project manager) | |
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Minimum Project Coordination | |
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Housekeeping tasks (see previously) | |
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Record keeping | |
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Production | |
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First Priority Project Manager Tasks (Acting Superintendent) | |
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Modern Interface and Information Technology | |
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Web-Based Project Management | |
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Notes | |
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Project hand-off package checklist | |
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Submittal checklist | |
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Endnotes | |
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Crisis and Siege Management | |
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Triage | |
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Passive responses | |
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Aggressive response | |
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Identifying Dysfunctional Projects | |
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Managing Dysfunctional Projects | |
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Siege responses to predisposed dysfunctional projects | |
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Unhealthy responses to underbid projects | |
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Constructive responses to underbid projects | |
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Underdesigned Projects | |
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Aggressively Scheduled Projects | |
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Compressed schedule | |
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Latently Dysfunctional Projects | |
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Responses | |
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Acceleration | |
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Select Out-of-Sequence Tasks | |
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Dog and Pony Show | |
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Effect on Morale | |
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The Single Proprietor Syndrome | |
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Nature of the Afflicted | |
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Multiple Project Management and the Harried General Manager | |
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Other Siege Conditions | |
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Tear-out | |
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Nagging neighbors | |
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Punch-out list | |
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Emergencies | |
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Notes | |
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Preventable problem projects | |
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Endnotes | |
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Resolving Conflicts: The Art of Negotiation and Survival | |
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Sizing Up Process | |
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Common Ground | |
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Client Psychology | |
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Account Manager: Good Cop/Bad Cop | |
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Clients and Their Discontents | |
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The Stress and Patience Accounts | |
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Avoiding Conflict | |
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Know thyself | |
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Don't take it personally | |
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De-escalate the provocative issues | |
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Get along | |
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Accentuate the positive | |
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Conflicts of Perception | |
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Quantities | |
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Quality requirements | |
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Change orders | |
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Boilerplate requirements | |
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Management and coordination | |
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Typical Conflicts | |
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Design team conflicts | |
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Construction manager/design team conflicts | |
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Subcontractor or vendor conflicts | |
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Claims | |
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Final payments | |
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Litigation | |
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Avoiding litigation | |
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When Projects Go South | |
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Last Resort | |
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Contract terminated by owner for lack of performance by contractor | |
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Contractor litigation for nonpayment by owner | |
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Project abandonment/firing of contractor | |
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Conflict Resolution | |
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Strong communication: an ability to demonstrate facts in an objective fashion | |
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Willingness and ability to negotiate: a firm, but reasonable sense of fairness | |
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Full knowledge of contract documents: know your business | |
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Familiarity with all circumstances affecting the conflict(s) | |
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Basic knowledge of contract law | |
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Know how to choose your battles | |
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Documentation for Accountability | |
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Notes | |
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Basic conflict avoidance measures | |
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Tools for conflict resolution | |
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Documentation for accountability | |
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Endnotes | |
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Afterword | |
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American Institute of Architects (AIA) Documents | |
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Construction Management Association of America (CMAA) Documents | |
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Introduction to Basic Epidemiology and Principles of Statistics | |
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Recommended Standard (RS)-232-C | |
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The Spearin Doctrine | |
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Index | |