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This chapter contains sections titled: Figure 6.1 Contractor duties: all projects Contractor flowchart: all projects Figure 6.2 Contractor: additional duties on notifiable projects Contractor flowchart: notifiable projects, additional duties Contractor checklist: all projects Contractor checklist: notifiable projects, additional duties

This chapter contains sections titled: Figure 8.1 Regulations to be discharged by principal contractor Principal contractor flowchart Principal contractor checklist

Indirect construction costs (IDCC) comprise from as little as 10 percent to 40 percent or more of the total cost of construction projects, in part dependent upon the type and nature of the project. Yet at either end of this range of percentages, IDCC account for a significant component of total project costs which justifies the need for practices to estimate, control and manage IDCC. When IDCC practices are not afforded the appropriate attention and resources, key outcomes of construction projects are affected. This research operationally defines IDCC and proposes a structured categorization framework for use in understanding and communicating IDCC functions among construction project participants. Empirical recommendations contained within this dissertation are premised upon data collected through testimonials, interviews and brain-storming of an extensive set of construction industry professionals, specifically including a 25-member Construction Industry Institute research team. Statistical findings are based upon data collected through 56 one-on-one data collection interviews with subject matter experts, and 47 project-level surveys. Qualitative data were filtered, organized, aggregated and technically presented as instructional guidelines, including 12 empirical checklists containing 216 consideration items, nine detailed process flowcharts and 20 practical tools for estimating, controlling and managing IDCC. These recommended practices and tools were verified and validated through rotational progressive reviews by experts and through project level case studies. Quantitative data were statistically analyzed using hypothesis testing and correlation analysis. The statistical methods utilized include Mood’s median test, Mann-Whitney U test, Pearson’s Chi-square test, Spearman rank correlation analysis, and Phi correlation analysis. These tests assess the presence of any statistically significant relationships between 15 representative IDCC practices and six construction project outcome metrics. The two most statistically significant, positively-correlated relationships found are the frequency of project manager-field supervisor meetings for review of IDCC to quality performance metric and to an index representing five hard project performance metrics. In summary, this research operationally defines IDCC, tests the association between IDCC practices and construction project outcomes, and offers process improvement opportunity by recommending leading IDCC practices. The predictability of construction project outcomes can be improved through application of the full collection of IDCC practices outlined and detailed in this research. Financial and time resources are constrained on construction projects, so practitioners may elect to focus their efforts on those specific IDCC practices most closely related to the construction project outcome(s) considered of highest value to the owner.

The answer \"no\" leads back to \"You poor fool,\" and back to \"Can you blame someone else?\" and so on in a pattern called an infinite loop. You just keep going around and around. A real troubleshooting chart shouldn't have any infinite loops in it. But seeing it in this one feels a little like real life, doesn't it? The lesson is that you can't get out of the loop until you answer the question \"yes.\" Then you can move on to \"No problem.\"

This research project consisted of a case study of two successful entrepreneurial small businesses that have overcome complex legal, financial and accounting restrictions imposed by the Department of Defense as prerequisites to being awarded business contracts. Through a rigorous analysis of documents and regulations together with a detailed questionnaire and personal interviews, data was gathered and synthesized and a business process model in the form of a flow chart was developed for other entrepreneurs to follow. The data gathered were verified and validated by subject matter experts including government contracting officials. The findings concluded that the business process model could be used as a roadmap for other prospective contractors to follow when responding to DoD solicitations.

Clear Software's allCLEAR release 1.2 is an easy-to-use software package for developing a procedure, a tree, or a decision-tree diagram. It provides 7 shapes, but it is not intended for designing complicated systems or document flowcharts. A variety of styles, sizes, fonts, and page layouts may be selected from a style sheet menu. Another feature that users like is the option of using their own word processing software as the text editor. allCLEAR is easy to install; it requires an IBM or 100% compatible PC, a hard drive with about 1MB of memory, and a CGA, EGA, VGA, or Hercules graphics card. Documentation includes a Quick Start procedure, a User's Guide, and a Language Manual. The software is so user friendly that it can almost be operated from the menus alone. The print function allows users to start or end printing on any given page, provides for pauses at different locations, and lets users easily view the diagram before printing. allCLEAR allows comments to be included in the script file, which will not appear on the printed diagram.