| A General Contractor will interpret which of the following as a sign of weakness: |
| a) You blink. |
| b) You Cower. |
| c) You ask for a fair deal. |
| |
| Dealing with a General Contractor from a position of weakness is similar to: |
| a) A good faith negotiation |
| b) Obtaining help from a good friend |
| c) Playing Russian Roulette with all chambers loaded |
| |
| General Contractors take the most pride in: |
| a) A job completed on time. |
| b) A job completed under budget. |
| c) Having a profitable year. |
| d) Screwing a sub out of $10. |
| |
| A General Contractor will issue a deductive change order when: |
| a) A job revision has taken place. |
| b) Costs are lower than anticipated. |
| c) They think they can get away with it. |
| |
| A General Contractor falls into shark infested waters, you should: |
| a) Throw him a life preserver. |
| b) Throw chum into the water. |
| c) Bet on the contractor to win. |
| |
| Retention becomes the property of a General Contractor when: |
| a) The back-charges exceed the retention. |
| b) The sub agrees to it. |
| c) The sub releases their lien. |
| d) The General Contractor no longer needs the sub |
| |
| Contracts are usually awarded to: |
| a) The most qualified company |
| b) The Company with the best reputation |
| c) The company that did the worst estimating |
| |
| The biggest sin a General Contractor can commit is: |
| a) Failing to complete a job |
| b) Violating State or Federal laws |
| c) Letting a sub "get ahead of them" |
| |
| Job cost estimates are based upon: |
| a) Historical experience |
| b) Current projections |
| c) Multi-linear regressions |
| d) What it takes to get the job. |
| |
| |
| |
| A project managers revisions to job costs are based upon: |
| a) Future costs expected to be incurred. |
| b) Engineering analysis. |
| c) What they think management wants to hear. |
| |
| A loss job can most readily be identified: |
| a) Prior to commencement of work. |
| b) Midway through production. |
| c) Only after completion. |
| d) Shortly after the project manager quits. |
| |
| The first person to identify a loss job is usually: |
| a) The project manager |
| b) The production supervisor |
| c) The company owner |
| d) The receptionist |
| |
| Additive change orders are collectible when: |
| a) Extra work was necessary |
| b) The owner approves them |
| c) The Contractor is convinced you will lien the job. |
| |
| Performance Bonds are necessary when: |
| a) It is a Public Works project. |
| b) The contract requires it. |
| c) You are not done and they catch you. |
| |
| Cost over-runs are usually the result of: |
| a) Bad Estimating. |
| b) Bad management of the job. |
| c) Purchasing errors. |
| d) Bad luck. |
| |
| In order to enter contracting you must be: |
| a) An optimist |
| b) A pessimist |
| c) A realist |
| d) Out of your mind and otherwise unemployable. |
| |
| The profitable jobs are those that: |
| a) Are well estimated |
| b) Fit the companies skills |
| c) Somebody else got. |
| |
| You can tell a contractor is in trouble when: |
| a) Payment patterns change. |
| b) They borrow money. |
| c) They stay in contracting. |
