July 2024 - Page 2 of 3 - Elevate Constructionist

What Are Key Metrics In A Business Plan?

Posted on July 19, 2024October 17, 2024 by Nicolas M.

Read 8 min

You all know that you can’t manage what you can’t measure. So what should we measure? Why are metrics so important? And what metrics should you track?

How to Identify Lagging vs. Leading Indicators in Construction

I love this topic because it delves into some profound ground. There are leading indicators, and there are lagging indicators. Let’s dive into an example from lean construction to illustrate this concept.

In the last planner system, we have a master schedule, pull plan, look-ahead planning, weekly work planning, day planning, and percent plan complete (PPC) tracking. PPC tracking measures the completion rate of planned activities. For instance, if you planned 10 activities and completed 8, your PPC is 80%. For the 2 that weren’t completed, you’d conduct a root cause analysis and adjust for future tasks.

While PPC tracking is useful, it’s a lagging indicator. It tells you how well you did after the fact, allowing for adjustments in future, repeatable activities. However, leading indicators are far more useful as they help predict and ensure success before the task is completed. Examples of leading indicators include roadblock removal ahead of the activity and quality preparation steps in advance. These proactive measures help prevent issues from arising in the first place.

How to Track Metrics for Your Business

Whether as part of your business plan or in ongoing operations, tracking metrics is essential. According to Gino Wickman in his book Traction, you should identify key metrics that predict success. Once identified, track these metrics over a three-month calendar, with weekly columns for each metric’s goal.

For example, if customer outreach is a key leading indicator, and your goal is 30 contacts per month, you’d break it down to roughly 8 contacts per week. Assign someone from your leadership team to own this metric, ensuring it gets tracked and reported regularly. During your meeting cadence, this person will report on the metric’s progress, allowing for adjustments to stay on target by the end of the three-month period.

This tracking system forms your company scorecard. Alongside your vision and goals, your scorecard allows you to review status and identify issues. If you’re not meeting your metrics, not following up on to-do lists, or not on track with your goals, these become issues to address. In your leadership team meetings, you’ll identify, discuss, and solve these issues, gaining traction and moving forward.

Examples of Good Metrics to Track for Your Business

Here’s a list of commonly used metrics:

Weekly revenue
Cash balance
Sales calls
Sales meetings
Proposals
Closed business
Payroll
Customer problems
Customer rating
Accounts receivable
Accounts payable

At Elevate and Lean Takt, we also track:

Number of PTO days taken
Employee happiness levels
Capacity status of our team (are they overburdened?)
Number of trainings conducted
Frequency of team interactions
Number of one-on-one connections

Jim Collins emphasizes the importance of tracking the percentage of key seats filled with the right people. Key seats are critical positions within your organization that significantly impact success or failure. The right people fit your culture, perform well, love what they do, and are financially productive. Your goal should be to have over 90% of key seats filled with the right people. If not, that’s the number one issue to address.

How to Start Tracking Your Metrics

I challenge you to track your number one metric. Identify the key seats in your organization and evaluate whether you have the right people in those positions. Determine your critical metrics, list them, and set a weekly three-month calendar. Assign goals, designate responsible team members, and review these metrics in every meeting.

When metrics aren’t tracking well, those issues need to be identified, discussed, and solved. This approach will help you gain traction in your business. I hope you found this blog post helpful.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

How To Be A Better Construction Project Manager

Posted on July 19, 2024October 17, 2024 by Nicolas M.

Read 9 min

It’s absolutely amazing. So what are the eight steps towards being a better manager? We’ve covered how to be a manager, but how can you be a better one than you already are? What is an example of what great project managers do? And how can you approach your role to really head in this direction? We’re going to share all that right now. I hope you’re stoked because this is going to be great.

What Project Managers Need to Say

As we begin this blog post, I do want to say that I love project managers. The role of a project manager is crucial, and the role of PM and superintendent working together as equals is the best way to do it. The project manager will be involved early on in pre-construction, probably even interviewed or proposed for the project, will make sure the project plan is complete, supervise it throughout, be ultimately responsible, and then close it out—even through the warranty period. This is a big job, and we rely on project managers so much, but they can’t do it all.

The main thing a PM needs to learn to say, if they want to be better than they already are, is: “What do you need? How can I help?” This does not mean that they are someone’s servant or assistant. It means that in their very ennobled role, their high station, they need a lot of people to help them—from pre-contract construction to the warranty phase—for this project to succeed as a whole. Anytime those folks arrive at the project site, it’s the project manager’s job to ask, “What do you need? How can I support you? How can I help?” Once the PM enables what they need through finances, decision-making, permits, contracts, etc., then they can do their job, work well together, and ensure the project’s success.

How to Manage Projects as a Leader

Manage the Project as a Leader: Not just finances, paperwork, and emails. A project manager is at their best when they are walking the project, leading the project, engaging with the team, training people, working with trade partners, governing the numbers, and managing risks. This involves much more than answering emails and dealing with paperwork. It means understanding the schedule, having a relationship with the superintendent, mentoring project engineers, knowing trade partners by name, engaging in meetings, providing clarity, and doing check-ins.
Understand the Schedule: Project managers should never say, “Let me check with the superintendent,” when asked about the schedule. They should understand the schedule just as well as the superintendent and be able to explain it. This is essential for writing contracts, aligning procurement, and ensuring the quality system runs properly. The only time a PM should defer to the superintendent is when making decisions or adjustments to the schedule.
Be in Touch with the Field: A project manager needs to be in touch with the field, listen to conversations, take field walks, check in with the craft, and understand the foreman’s perspective. During daily meetings and scrum sessions, the PM should always be in tune with the project’s needs.
Lead the Scrum Process: Use the scrum system to accomplish tasks and enable flow for the field. This involves a 5 to 15-minute daily stand-up huddle, prioritizing tasks, and ensuring the team works in one process flow. Regular planning meetings, daily check-ins, reviews, and retrospectives are crucial.
Build the Team: Be familiar with Patrick Lencioni’s books from the Table Group. Use exercises like the personal histories exercise and the positive comments exercise. Understand how to build a team, run remarkable meetings, create clarity, and engage the team. Building a strong team is essential for project success.
Manage the Pre-Construction Process: Ensure the project is remarkably planned before it starts. Monitor the budget and overall schedule during the schematic design, design development, and CD phases. Collaborate with the superintendent and make the project plan a team effort.
Ensure Optimal Information Flow: Make sure information flows from its inception to the craft in the shortest amount of time possible. Effective communication systems, submittal systems, RFI systems, and timely posting to the field are key. Always think about what the supers, foremen, and workers need and when they need it.
Provide a Buffer for Your Team: Represent the team to the owner and corporate, ensuring their needs are met and keeping them informed. Shield the team from chaos, manage external accountability, and maintain a calm, productive work environment.

Important Reminders for Construction Project Managers

You are like a celebrity manager, not a celebrity agent. A project manager helps their team succeed, provides training and support, and brokers the resources they need. You are not just a legal representative; you are a builder, a support system, a coach, and a resource broker.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

What Makes A Good Construction Superintendent?

Posted on July 19, 2024July 19, 2024 by Nicolas M.

Read 9 min

So as a part of this blog post, we’re going to cover what are the 16 key items that it takes to be a good superintendent, and how can a Superintendent take those 16 items, and also be firm, but fair and connect in a vulnerable way with the people on the project site in a psychologically safe environment. So stay with us, because that’s what we’re going to discuss right now.

I am super into lists, I love lists, I think it’s a jam. So we’re going to go ahead and get this done.

Qualities Of A Good Superintendent

1. Keeps A Personal Organization System

To be a good superintendent, you have to keep a to-do list and have a personal organization system. In fact, in the description below, I’ll also link you to resources that will help you with that. But the best of the best have to-do lists, are focused, and have a personal organization system.

2. Connects With People

Good superintendents really know how to connect with people. They know how to develop relationships, develop rapport, and connect. They know how to lead a group of people. They’ve probably read “How to Win Friends and Influence People” and books by Patrick Lencioni. The great superintendents really know how to work with and through people towards a common objective. The days of the pushy, yelling superintendent are gone. Supers have to be good with people to be good.

3. Knows How To Be Part Of A Team

Good superintendents know how to be part of a team. The old image of supers going rogue and doing whatever they want is outdated. Nowadays, we want supers that can be part of a team and be an ideal team player—humble, hungry, and smart. They will have an idea of how the project should go but will ask the team how to do it together, gather information, listen, make a collaborative plan, communicate it to everyone, and adjust together.

4. Continuously Learning

Good superintendents know what they’re doing and are always learning. They’ve received training, done layout, lift drawings in the field, frontline quality and safety management. They do at least $1,500 worth of training annually, ranging up to $15,000. They are constantly learning throughout the year.

5. Well Read

They are well-read. The best in the industry read books on lean, leadership, teaming, business, and more. They read books like “How Big Things Get Done,” “The Toyota Way,” and “The Goal.” Good superintendents are well-read.

6. Make, Own, & Run Their Own Schedules

Superintendents make and own their own schedules. They should use scheduling software, create flow, understand scheduling concepts, and communicate it through all last planner meetings. A superintendent must schedule; it’s like a hairdresser without scissors if they don’t.

7. Manages Procurement

Good superintendents manage procurement. They do not leave it solely to the project manager and engineers. They are responsible for logistics and getting materials to the site. They need to be involved in procurement meetings, aligning labor and materials as needed.

8. Teaches Others

Superintendents teach people. They should always be showcasing best practices and transferring knowledge to the next generation.

9. Lean Thinkers

They are lean thinkers. They read lean books, attend LCI Congress, and learn lean methodologies. The best superintendents do lean training and implement lean on their projects.

10. Leads Great Meetings

Superintendents lead great meetings. They cannot shove it off to the field or project engineers. They must know how to lead meetings themselves.

11. Uses Technology

Technology is key. Superintendents must know how to use computers, office products like Word, Excel, PowerPoint, scheduling software, Bluebeam, and more. They need to know how to use snipping tools, send emails, and write emails.

12. Holds People Accountable

Superintendents hold people accountable. They must ensure that everyone knows the plan and collaborates effectively to achieve it.

13. A Bit Stubborn & Vulnerable

They must be stubborn about site conditions like cleanliness, organization, and safety, but vulnerable and approachable when it comes to people. They should command and control circumstances, not people.

14. Has Good Builder Experience

Superintendents need to have good builder experience. They must have run remarkable projects with good results in the past.

15. Highly Organized

They must be organized. A messy personal space often translates to a messy work environment. Superintendents need to be organized to handle multimillion or multibillion-dollar projects.

16. Drives People To Success

If a superintendent follows these guidelines, they will drive, not push. When driving, people are motivated and moving forward together. Superintendents who use these techniques drive forward with urgency, not by pushing people.

I hope you’ve enjoyed these 16 key steps. Dig into them and elevate your position as a superintendent to the next level. So you can be good and then take good to great. I hope you’ve enjoyed this blog post.

If you want to learn more we have:

Discover Jason’s Expertise:

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What Does A Construction Scheduler Do?

Posted on July 19, 2024October 17, 2024 by Nicolas M.

Read 10 min

If you focus on these priorities that we’re going to talk about, hopefully, you will avoid wasting any of your time. So what should you do first when scheduling? What is the main approach you can take, and what should you never do as a scheduler? We’ll cover all that right now.

Key Steps to Becoming a Construction Scheduler

We’ve already discussed the key steps to becoming a construction scheduler. Some of the things that I want to repeat quickly here are that you’ll learn lean, takt planning, last planner, and Scrum. If you have those basic tools, then, when you learn about Gantt charts and CPM schedules, it’ll all come together. You’ll have a good base, a good reference, and hopefully, you’ll have standards that you live by as a scheduler.

Where to Start When Making a Construction Schedule

When you start on a project and begin working with your project team, always start with connection. You’ll figure out who your main points of contact are—typically, the superintendent, project manager, project engineer, and some assistant supers. Build trust by creating rapport with them. Once you have that rapport, there is nothing better for a construction professional than to be listened to. Ask questions like, “What’s the vision for this? How can I help? What is your overall strategy? What meeting system are you looking into? How do you want to build this project?” By doing so, you create a collaborative strategy where they feel listened to.

Importance of Studying the Plans and Specifications

After building rapport with the team and understanding their vision, study the plans and specifications. There’s nothing worse than a scheduler who doesn’t really know anything about the project, hasn’t studied the drawings, and is just listening to the superintendent to do updates. As a scheduler, you will do so much better by giving the leaders’ vision, studying the plans and specs, and actually getting in and doing some builder scheduling of your own so that you’re ready and able to respond quickly.

Creating a Macro-Level Takt Plan

The absolute first thing you will do after studying the drawings is create a macro-level takt plan. This plan will be shown on one page and will illustrate the structure for the overall project, including the phases, zones, general sequence durations, and how each phase ties together. This plan is key before anything else happens, ensuring that the overall total project duration is correct.

Creating Zone Maps and Drafting the Logistics Plan

The next step is to create your zone map so that your schedule and zone maps are together. The entire team can see the time and space that includes another step, which is to draft the logistics plan. Logistics is a crucial part of your scheduling system because we have to get things to the point of install for them to be installed on the date shown on the schedule.

Important Documents and Requirements to Read and Take Care Of

Immediately after, read the division one specs or the prime agreement, contract language, and take care of any CPM requirements. You can use resources like techguide.com for CPM contract language if needed. Summarize your macro-level takt plan at a high level in CPM to deliver what the owner wants, take care of their contract requirements, updates, reports, and monthly narratives.

Implementing the Last Planner System

Engage the last planner system for specific phases. Start helping the team pull plan, work on the norm-level Takt plan, six-week make-ready look-ahead planning, weekly work planning, and day planning. You’ll assist the project teams with implementing these plans, including designing their trailers, providing tools, helping with meetings, and training trade partners.

How to Be an Effective Construction Scheduler

Being an effective scheduler means working with the team and supporting them. Avoid being a scheduler who hides information, burdens trades, stacks everything at the end, and sets up the team for a hard situation. Instead, partner with the superintendent, study the plans, create a macro-level takt plan, structure a high-level CPM from that plan, issue $0 change orders to trades once approved, and get everyone back into a rhythm. This approach can help the team finish projects early.

Managing Scheduling for a Construction Project

Once you have a solid schedule and plan and have helped the team with their last planner system, you can summarize that into any corporate reporting, manage scheduling KPIs, scheduling reports, and scheduling data at a corporate level. Find trends with schedules, log historical production rates to enable future schedules, and keep those schedules coming out accurately from pre-construction.

Conclusion

Remember, as a scheduler, you work through people. Ensure you have a great first plan, schedule, and have helped the team with their last planner system. As long as you had a correct total project duration target locked into the contracts, you should be set. Work through people, not for them, and create real value. I hope you follow these steps and principles to have a great experience with your project team.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

How Do You Give Constructive Feedback To Your Manager?

Posted on July 19, 2024July 19, 2024 by Nicolas M.

Read 10 min

Do you want to be able to give feedback to your manager, feel comfortable doing it, and avoid that hopeless, gut-wrenching feeling of being trapped? Do you want to know how to ask for what you need effectively? If so, what do you say and what is the best method to deliver it to get results? We’ll cover that in this blog post right now.

Importance of Asking for What You Need

First and foremost, you have to ask for what you need. People cannot be happy unless they are known, feel connected to someone, feel relevant to the team, and know that they are winning on a constant basis. You will not feel connected, known, relevant, or like you’re winning if your needs aren’t being met and if you don’t feel listened to.

If you need certain things from your supervisor, it is crucial to ask for them. You deserve to have your needs met, whether it’s the environment, equipment, training, opportunities, or advice. Developing the skills to set boundaries and ask for what you need in your role is essential for you to feel engaged.

What Happens If You Don’t Get What You Need

If you don’t get what you need, you will get frustrated and might leave or engage in “silent quitting,” where you don’t give 100%. This isn’t in line with your integrity and will only lead to negative outcomes if you let it fester.

You might think, “I don’t like conflict, I’m not used to advocating for myself, and I don’t feel comfortable.” This can be especially hard if you have a male boss and you’re a female. Let’s go through a method you can implement to get past these fears.

How to Give Constructive Feedback Using the Feedback Method

The feedback method or framework is very helpful. To be clear, criticism is not a thing; constructive criticism is not a thing people should experience. The feedback model has two approaches:

Compliments: When someone takes action and accomplishes something, show up and say, “Hey, great job.” Compliments are beautiful and everyone appreciates sincere ones.
Feedback for Improvement: This involves a trigger, action, and outcome. Instead of showing up after the action, you can say, “Hey, I noticed that if you did this, you would get this,” or, “If we worked together this way, we would get this outcome.” This method is as positive as a compliment but is given before the action.

Different Examples of Giving Feedback to Your Manager

Training Needs

If you need training, and it hasn’t been on the table historically, you could say, “Hey, I noticed that when we’re doing these tasks, I take quite a bit of time. I want to cut that in half so I can focus on these other tasks or better get them to you. I’ve researched this training that could be purchased for me by the company. If I took the training and implemented it, I would be able to accomplish the reporting or assignment on time, making for a better experience and allowing me to take on other assignments.”

Addressing Behavior

If you need your boss to stop being harsh, you could say, “Hey, I noticed that when you’re stressed, you can come off kind of harsh and critical. I get nervous when that happens and shut down, which affects my work. I wonder if you said, ‘I’m having a hard time right now,’ and asked for what you needed in the moment, if it would help you feel less frustrated and help me avoid shutting down. This way, we could get through it together and stay connected.”

How to Frame Constructive Feedback

Observation, not Feeling: Start with an observation, not an accusation.
Keep Your Feelings Your Responsibility: Own your emotions without blaming.
Intend to Help: Frame your feedback with the intention of being helpful.
Look Forward: Focus on possible future outcomes and be willing to pair with the person.

For example, saying, “Hey, you’re a jerk sometimes, and I don’t like working with you,” is unhelpful and doesn’t provide a clear action for improvement. Instead, use the feedback pattern: “I noticed, if you did this, you would get this,” to connect positively.

Important Reminders About Giving Feedback

You can set boundaries, such as, “When this happens, I feel like this, and I can’t do that. Let’s brainstorm a solution.” Make sure to own your emotions, set clear boundaries, be helpful, and have a positive mindset.

If your feedback isn’t accepted or changes aren’t made, you’ll need to make some decisions. Hopefully, this enables you to give feedback more often.

Learn More with These Resources

Remember, be clear, ask for what you need, know your boundaries, and provide feedback with the intention of connecting. Normalize open communication and practice these conversations. Even if your boss doesn’t respond well, at least you’ll know where you stand and can make changes as needed.

I hope you’ve found this blog post helpful. We have more great content coming, so stay tuned!

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

How Superintendents and Project Managers Can Work Together for Success

Posted on July 3, 2024July 3, 2024 by Nicolas M.

Read 6 min

How can superintendents and project managers work together effectively? This is a power pairing in construction that needs to be done well. If you’ve ever faced trouble or drama between a PM and a superintendent, you know how challenging it can be. It’s like raising kids when Mom and Dad aren’t getting along—virtually impossible. Here are 10 key steps to eliminate awkwardness and ensure smooth collaboration.

Intentional Check-Ins: Intentional check-ins are crucial. This can be its own meeting, staying after a team meeting, or prepping before the OAC. It’s not just about formal meetings; sometimes, it involves casual interactions like lunch together without discussing business. This helps in understanding each other without egos getting in the way.
Define Roles and Responsibilities Clearly: Clear expectations for roles and responsibilities can prevent misunderstandings. When everyone knows what’s expected of them, it’s easier to hold each other accountable and ensure the superintendent and PM perform their jobs effectively.
Mutual Respect and Trust: Building mutual respect and trust is essential. Superintendents and PMs should ask themselves how they can support each other and give without expecting anything in return. True teamwork develops when both parties give freely.
Collaborative Planning: Collaborative planning ensures that both the PM and superintendent are involved in the decision-making process. Working together on plans in a visual format can foster camaraderie and ensure that everyone is on the same page.
Effective Problem Solving: Effective problem-solving requires both parties to have the tools to handle conflict healthily. Understanding each other’s communication preferences and conflict resolution styles can help in managing disputes constructively.
Documentation and Reporting: Proper documentation and reporting prevents misunderstandings and ensure alignment. Clear meeting minutes and documented decisions help the team follow a standard and avoid confusion.
Resource Management: Resource management is crucial for smooth operations. Superintendents should ensure PMs have what they need for contracts and payoffs, while PMs should provide the necessary materials, information, RFIs, and submittals to the superintendents.
Joint Decision Making: Making decisions together fosters accountability and commitment. When both parties weigh in and buy in, they are more invested in the outcomes.
Proactive Problem Identification: Both the PM and superintendent should anticipate and address potential problems together. Proactively managing issues strengthens their relationship and the overall project.
Continuous Improvement: Always strive for continuous improvement in your relationship. Regularly ask, “How can I do better? How can we do better?” This commitment to improvement ensures the relationship between the PM and superintendent remains strong.

Just like the synergy we have on this blog, which keeps you engaged and coming back for more, the relationship between superintendents and PMs directly influences the success of a project. If you ever need help facilitating this relationship or require assistant services, we’re here to help. I hope you found these tips valuable.

If you want to learn more we have:

Discover Jason’s Expertise:

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How To Manage Subcontractors In Construction

Posted on July 3, 2024July 3, 2024 by Nicolas M.

Read 6 min

Knowing the right strategies and tricks for managing subcontractors can change everything about how you interact with your subs on your job. Here are 14 crucial steps for working with your trades and understanding the difference between calling them subs and trade partners. Let’s dive in.

Disadvantages of Using the Term “Subcontractors”

You often hear people say “subcontractor.” While accurate, there’s a significant difference when you refer to them as “trade partners.” This terminology, learned from the Lean community, shifts the mindset from sub-optimizing their contract to recognizing their expertise and partnership.

Subcontractors vs. Trade Partners

Subcontractors:

Blame everything on design and don’t learn from job to job.
Schedule only their work with little regard for the overall project.
Rarely understand the schedule and do whatever they want.
Complain about everything and expect the GC to solve their problems.
Work independently without respect to customer service.
Always look to break rules and find loopholes.

Trade Partners:

Understand design difficulties and make provisions to work past them.
Schedule together to understand the flow and rhythm of the project.
Take ownership of the whole schedule, not just their piece.
Bring up solutions and work towards them as a team.
Coordinate directly with other trade partners to solve problems.
Strive to learn and adopt Lean practices.
Maintain clean, organized, and safe work environments.
Treat team members with good customer service.
Follow project rules and requirements, forming great relationships with the GC.

How to Support Trade Partners On-Site

Become a Partner:

- Be hands-on and supportive. Help trade partners integrate and provide a remarkable experience.

Reward Good Trade Partners:

- Stop rewarding the cheapest bids. Low bids often lead to higher costs due to incomplete scopes and change orders.

Transparent Buyouts:

- Ensure trade partners understand the schedule and expectations for proper bidding.

Quality Preparation:

- Hold pre-mobilization and pre-construction meetings and be present for initial inspections to ensure success.

Get a Schedule with Flow:

- Use takt planning and the Last Planner System for scheduling, ensuring a smooth workflow.

Involve Trades in Planning:

- Make sure trade partners are part of pull planning, look-aheads, weekly work plans, and daily planning.

Provide a Safe, Clean, and Organized Project:

- Maintain an environment where every trade can thrive.

Create Proximity:

- House all trade partners in one trailer to foster collaboration, connection, and effective communication.

Take Care of Their People:

- Ensure the safety, care, and respect of trade partners’ personnel on-site.

Partner on Procurement:

- Manage the procurement log together and assist with supply chain management weekly.

Hold Them Accountable:

- Enforce rules and standards to maintain respect among all trades.

Resolve Problems at the Right Level:

- Address major issues through higher management levels to ensure effective resolution.

Pay on Time:

- Prompt payment is crucial as trade partners are not banks. Ensure timely compensation for their work.

Fair Change Order Negotiations:

- Negotiate rates or prices beforehand and manage change orders kindly without undue pressure.

Conclusion

A mindset shift from “subcontractors” to “trade partners” fosters a more collaborative and successful working relationship. By following these 14 steps, you can create a supportive environment where trade partners can thrive, ultimately benefiting the entire project. Remember, taking care of your trade partners ensures they take care of you.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

How To Become A Construction Project Manager Without A Degree

Posted on July 3, 2024October 18, 2024 by Nicolas M.

Read 9 min

Would you like to know the good news about your opportunities to become a Project Manager (PM) without a degree? If you’re a little scared that you don’t have the education or the piece of paper but still want to be a project manager, this blog post is for you. Here are the steps you should take to go along this path and nine tips to make sure you have a good chance of making it.

Important Qualities to Become a Construction Project Manager

The good news is that becoming a PM comes down to being a learner, not necessarily a college graduate. I love college graduates, and if you want to go to college, that’s great. However, the key is being a learner. It doesn’t matter if you have a piece of paper. The second crucial quality is being a hard worker, not necessarily being trained for a specific type of work. So don’t worry about it.

Ask yourself these questions:

Are you a learner? Yes or no?
Do you have a growth mindset? Yes or no?
Are you a hard worker? Yes or no?

If your answers are yes, then you’re perfect for starting your path to becoming a project manager.

My Journey Working in Construction

I’ve been working in construction since I was 13 and a half. By 15, I legally obtained my worker’s permit and spent all my free time, summers, and weekends working. At 17 and a half, I tested out of high school early and started working for construction companies. When I was 19, I was hired by a major company and began as a cement mason apprentice. I progressed from apprentice to rod person, then to field engineer.

One significant conversation with a project superintendent on a concrete structure changed my perspective. He told me that while a college degree wasn’t necessary to be a field engineer, it would help me advance in construction.

I attempted college but got busy and stopped. However, I gained valuable skills from one year of college and continuous learning and certifications, progressing from field engineer to assistant superintendent, superintendent, field director, project director, and now owning my own business.

This journey proves that you don’t need a degree to succeed in the industry. You just need to be a learner and a hard worker.

Seven Steps to Becoming a Project Manager

Here are seven specific steps that will help you become a project manager:

Find Out If Construction Is for You

- Visit construction projects, be involved, build houses, or take a laborer position. Determine if this high-stress (but potentially good stress) industry is right for you.

Get Your Foot in the Door

- Start with any position, whether as a laborer, carpenter, assistant, or office admin. Once you’re in, you can work hard and learn, progressing through positions.

Keep Asking for Opportunities

- Learn the basic skills and ask for opportunities. Take courses, practice skills, and offer to help with tasks beyond your current role.

Learn Each Position

- Don’t rush. Learn each role well, from project engineer to assistant project manager to project manager. Master the necessary skills and responsibilities.

Understand the System

- Outline each position completely and see it as a system. Knowing the ins and outs of each role will help you excel.

Showcase Your Skills

- Demonstrate your readiness by volunteering for tasks and showcasing your comprehensive skill set. Be prepared to step in when opportunities arise.

Read and Learn Continuously

- Read all of Patrick Lencioni’s books and other valuable resources. Merge your construction knowledge with these learnings for success.

Nine Tips for Building a Career in Construction

These tips, inspired by Holly Bowers, are essential for advancing your career:

Master Your Current Role

- Do an excellent job in your current position.

Ask How You Can Grow

- Seek advice and help from those around you.

Behave Like a Leader

- Take ownership, act like a leader, and avoid victim mentality.

Embrace Personal Development

- Develop your skills and take ownership of your growth.

Be Creative

- Find ways to satisfy organizational needs and Springboard your career.

Build Your Network

- Develop relationships and connect with people who can help you progress.

Be Patient

- Understand that career growth takes time. Be methodical and patient.

Do a Good Job Plus One More Thing

- Always go the extra mile, and people will reward you with more opportunities.

Be a Lifelong Learner

- Continuously learn and work hard. These traits will help you achieve great things.

If you want to learn more we have:

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What Is A General Superintendent In Construction?

Posted on July 3, 2024October 18, 2024 by Nicolas M.

Read 4 min

In this Blog Post, we discuss the roles and responsibilities of a General Superintendent (GS) in construction, and how they oversee various projects and teams.

Roles of a GS:
- GSs manage multiple small or large projects, often with varying degrees of travel.
- In larger companies, GSs might oversee large, complex projects with dedicated superintendents for different functional areas.
Key Qualities of a GS:
- Master Builder: Extensive experience in complex projects, scheduling, lean construction, and project management.
- Team Builder: Must effectively manage and unite teams, handle conflicts, and be respected by team members.
- Experienced: Must have a strong background in relevant processes, building types, and successful project completions.
- Mentor and Teacher: Ability to train and mentor the next generation of builders.
- Oversee Project Managers: Must supervise and support project managers effectively.
When GS Roles Work Well:
- Accountability: GSs must hold teams accountable through respect and influence.
- Monitoring Costs and Schedule: GSs should summarize and monitor project costs and schedules at a high level.
- Responsibility for Numbers: GSs should be involved in financial and scheduling meetings to stay connected to project outcomes.
- Focus: GSs should be able to concentrate on their projects without being bogged down by administrative tasks.
Common Issues with GS Roles:
- Lack of Accountability: GSs must be responsible for project results.
- Insufficient Training and Coaching Time: GSs should spend meaningful time training and supporting project teams.
- Distraction: GSs should not be overloaded with proposals or business meetings.
- Playing Savior: GSs should avoid shielding teams from necessary business realities and instead foster problem-solving within the team.
Recommendations:
- Companies should ensure GSs are actively involved in projects and not just administrative roles.
- GSs should be well-compensated and valued for their contributions to the organization.

The GS position is vital for project success, and with the right approach, it can significantly benefit the construction industry.

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How Much Do Construction Superintendents Make?

Posted on July 3, 2024October 18, 2024 by Nicolas M.

Read 7 min

Do you want to know how much money you can make as a superintendent? Does the potential earnings entice you? Do you want to know how you can maximize your income? If so, stay with us in this blog post.

Let me start off by telling you a story. A high school kid, just barely graduating, called me and said, “Hey, JC, I want to get into construction and eventually be a project manager. Do you have any openings for me?” I was thrilled and told him, “This is a great opportunity. I made it through, I make a ton of money, and you can do the same.

You can start as a laborer or a carpenter apprentice and help out. Once we see how hard you work, you can start helping the field engineers. Be a field engineer for a while, then you’ll start learning project management.”

His response? “I think that kind of work is beneath me. I want to go straight into an opportunity or just go straight into college and make the big bucks.” He preferred to become an electrical engineer. I told him, “Electrical engineers in the industry make anywhere from $85,000 to $125,000 a year, but superintendents can go up to $230,000.” He was still set on avoiding starting as a laborer.

This mentality isn’t uncommon. Many believe that college is the only path to a successful career, but that’s not always the case. If you want a career in construction, you can go the college route, trade school, or work your way up. Either way, the pay and opportunities are substantial. There are even individuals in construction with minimal skills making $130,000 a year as superintendents.

Superintendents make good money. Here’s a breakdown of potential earnings:

Entry-Level Superintendent: $37,000 to $160,000
Field Engineer: After a couple of years, you can become an assistant super, then a project super, and eventually a General Superintendent.
General Superintendent (12-16 years experience): Base salary of $210,000 to $250,000. Including stock and benefits, total compensation can be between $250,000 and $360,000.

In some cases, it’s even more than that. Adding stock payouts can bring in an additional $50,000 to $250,000. Imagine making between a quarter to half a million dollars once you’ve reached 12-16 years in the industry, following a structured career path, adding value, and running mega projects.

Think about what you could do with that money. In two years, you could make a million dollars. It’s a significant amount. Supers can make quite a bit of money, but it’s important not to rush. Start your career, learn the roles, and build your expertise. Learn scheduling, BIM, lean, project management, finances, and contracting. Become a project superintendent, get experience, then advance to a General Superintendent or Field Director.

Here’s a breakdown of base salaries for different superintendent levels:

Superintendent Level 1: $85,000 to $110,000
Superintendent Level 2: $95,000 to $135,000
Superintendent Level 3: $115,000 to $155,000

General Superintendents and Field Directors can make from $160,000 up to $230,000 a year, plus additional benefits.

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How to Identify Lagging vs. Leading Indicators in Construction

How to Track Metrics for Your Business

Examples of Good Metrics to Track for Your Business

How to Start Tracking Your Metrics

What Project Managers Need to Say

How to Manage Projects as a Leader

Important Reminders for Construction Project Managers

Qualities Of A Good Superintendent

Key Steps to Becoming a Construction Scheduler

Where to Start When Making a Construction Schedule

Importance of Studying the Plans and Specifications

Creating a Macro-Level Takt Plan

Creating Zone Maps and Drafting the Logistics Plan

Important Documents and Requirements to Read and Take Care Of

Implementing the Last Planner System

How to Be an Effective Construction Scheduler

Managing Scheduling for a Construction Project

Conclusion

Importance of Asking for What You Need

What Happens If You Don’t Get What You Need

How to Give Constructive Feedback Using the Feedback Method

Different Examples of Giving Feedback to Your Manager

Training Needs

Addressing Behavior

How to Frame Constructive Feedback

Important Reminders About Giving Feedback

Learn More with These Resources

Disadvantages of Using the Term “Subcontractors”

Subcontractors vs. Trade Partners

How to Support Trade Partners On-Site

Conclusion

Important Qualities to Become a Construction Project Manager

My Journey Working in Construction

Seven Steps to Becoming a Project Manager

Nine Tips for Building a Career in Construction

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