Client and contractor

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  • In recent years, clients often employ multiple contractors to implement different activities of the projects. Each contractor manages and implements a subset of activities according to the determined schedule and payments.

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  • simultaneously published in the usa and canada by spon press 29 west 35th street, new york, ny 10001 first published 2004 by spon press 11 new fetter lane, london ec4p 4ee spon press is an imprint of the taylor & francis group this edition published in the taylor & francis e-library, 2005. “to purchase your own copy of this or any of taylor & francis or routledge’s collection of thousands of s please go to” ©2004 danny myers publisher’s note this book has been prepared from camera-ready copy supplied by the author. all rights reserved. no part of this...

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  • working as an independent contractor serves as a guide to help you set up and maintain your independent business and helps you find answers to questions such as how to generate and keep clients, the need for a business plan, how to work with budgets, and much more. survival tips are included at the end. the author is an active independent consultant experienced with the hiring process from the perspective of a consultant and subcontractor as well as hiring contractors himself.

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  • Embodied in the RREEF Real Estate Risk Management discipline is a focus on ensuring a safe environment for guests on our clients’ properties, as well as for the community within which our clients’ properties are located. today, the continuation of stringent guidelines for environmental policy and risk management affords RREEF Real Estate highly preferential rates for liability premiums. RREEF Real Estate has a longstanding interest in the well-being of our employees, vendors and contractors.

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  • This study identified 10 most important causes of delay from a list of 28 different causes and 6 different effects of delay. Ten most important causes were: (1) contractor’s improper planning, (2) contractor’s poor site management, (3) inadequate contractor experience, (4) inadequate client’s finance and payments for completed work, (5) problems with subcontractors, (6) shortage in material, (7) labor supply, (8) equipment availability and failure, (9) lack of communication between parties, and (10) mistakes during the construction stage.

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  • This study has used a questionnaire to collect data for the occurrence and effect of these factors on project performance. Based on the literature review, there are a total of 28 initial factors filtered. These factors were classified into four cases: environment, clients, consultants, and contractors. The results of the analysis showed that there is almost no difference in mean between groups of respondents, and there is a relatively high consensus in ranking the factors between project parties.

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  • This paper investigates the main time delay and cost overrun causes in construction projects within Oman related to clients, contractors, and consultants.

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  • The selected research designs for this thesis are cross-sectional and case study and as mentioned above Iran has been chosen as the case study of this thesis. Secondary data and contextual data are used for this thesis and are discussed comprehensively in Chapter 2 (Literature Review) and 3 (Methodology). The research strategy is a mixture of qualitative and quantitative strategies leading to selection of suitable methods for collecting the primary data.

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  • Work made for hire Discussions with your client about independent contractor status and about ownership and use of project deliverables are sometimes complicated by confusion over the related concept of work-for-hire. This phrase comes from U.S. copyright law. It refers to original work made by an employee within the scope of his or her job, in which copyright ownership automatically belongs to the employer. However, it can also refer to original work made by an independent contractor or a design fi rm, in which copyright ownership might automatically belong to the client.

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  • Leadership 2.0 is a set of alternative management values and practices driven by a set of coherent assumptions about the nature of human communication. In this paper, the authors argue that Leadership 2.0 is critical to make Web2.0 work. This paper is informed by Dervin‟s Sense-Making Methodology (SMM) as an approach to design knowledge sharing platform incorporating Web2.0 features which allow user-generated content and have a stronger emphasis on collaboration and interaction amongst users.

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