Everyone Wants to be Seen, Feat. Jennifer Lacy

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 4 min

Hearing the Voices of the People on Our Project Sites

In this blog I want to share an experience that reminded me just how important it is to create space for people to feel heard on our project sites. I recently had the opportunity to visit one of our teams in Roanoke, Virginia, and it struck me how much the culture of connection and listening shapes the way a job unfolds. This project is not structured as an IPD contract, yet it is running with the same collaboration, transparency, and lean principles you would expect from the very best. The difference is not just the tools or processes. The difference is the way people feel valued and respected every single day.

I watched a project director lead with both excellence and humanity. He checked all the boxes with the lean methods, but more importantly, he made people feel recognized, celebrated, and safe. That is not just good leadership. It is the foundation of a culture where voices can be heard. When people feel they matter, they engage differently. They care about outcomes because they know they are seen and respected.

This is something that resonates deeply with me on a personal level. Through my own journey of discovering purpose, I realized I want to ensure that every person not only has a voice but also that their voice is truly heard. It is easy to say we care about people, but the real test is in the everyday interactions. Do we stop and listen? Do we ask questions that invite more than a yes or no? Do we create environments where people feel safe enough to share honestly? These are the questions that guide me, both at work and in my personal life.

I often think about my own family when reflecting on this. As a mother, I know how important it is to stop projecting my own opinions onto my daughters and instead listen to what they are truly saying. The same applies on a construction site. If I am only telling people what to do or assuming I know what they need, I am not really hearing them. By taking the time to ask and then to listen with intention, I give people a chance to feel acknowledged. When they leave an interaction feeling seen, they carry that positivity into everything else they do.

On the project site we visited, I saw this come to life during a craftworker luncheon. It was not a superficial event. It was a gathering where people felt safe to speak openly, where leaders celebrated their teams, and where connection was at the center. You could feel the trust in the room. That kind of culture does not happen overnight. It is built intentionally over time through consistent actions and genuine care.

For me, the lesson is clear. People want to matter. They want their work to be recognized. They want their experiences to be acknowledged. When we provide that, they not only perform better, but they also bring their whole selves to the job. In an industry where safety, quality, and productivity are always top of mind, making sure voices are heard is not optional. It is essential.

Key Takeaway

People show up each day wanting to matter. When we create safe environments that allow their voices to be heard, we build stronger relationships, healthier project teams, and ultimately better outcomes.

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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.

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How to Schedule Civil Projects in Takt

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 3 min

Scheduling Civil Work with Takt

I recently had the chance to travel to Kelowna, British Columbia, for a Foreman Boot Camp with High Street Ventures. This was a powerful experience because they are making takt planning and lean systems a requirement for trade partners on their projects. That means anyone working on their sites must go through training to understand pre-planning, takt, last planner, and lean core concepts. It is inspiring to see an organization commit to this level of consistency and quality.

The boot camp itself was hands-on and immersive. For three days, participants practiced planning with their own trades, developing real details, and applying zone control. They did their own pull planning and packaging, which made the learning stick. By the end, it was clear that this type of training builds unity and a common language across all partners involved.

Why Civil Projects Fit Takt Planning

When it comes to scheduling civil projects, takt is a natural fit. I like to picture it like a train running on tracks. The tracks are the zones or stations, and the train is the crew or the flow of trades moving forward. Another way to see it is like cars on a freeway, each trade moving through the project in sequence. Both images help us understand the importance of steady, continuous flow.

For civil work, the starting point is a time by location format. On the left side of your plan, you can organize by phases, areas, and stations. Each station can represent a run of pipe or a segment of the site. Then, I make sure to define the complexity at each station, whether it is depth of pipe, soil conditions, number of structures, or shoring requirements. These details help determine the production rate and ultimately set the durations.

Building the Plan

Once durations are identified, I connect the crews in succession and add the right buffers. Water lines, storm drains, and sewers each flow at different elevations and in specific sequences, so it becomes a networked production plan. From there, I analyze risks, weather impacts, and additional crew needs. The result is an accurate overall project duration with built-in resilience.

This plan is not complete without visuals like zone maps and logistics plans. I always take the finished version into a fresh eyes meeting so the team can test and refine it together. The process builds trust and gives everyone clarity about flow, sequencing, and constraints.

Scheduling civil work with takt is not only effective, it is essential for predictability. When you understand the flow, build accurate durations, and respect buffers, the project runs smoothly and safely.

Key Takeaway

Civil projects thrive when planned with takt. By focusing on flow, aligning crews by location, and building in buffers, you create a clear and reliable plan that everyone can follow with confidence.

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What “I Can’t Show You Yet” Really Means

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 3 min

Breaking the Habit of “Almost There”

I want to talk about a habit that I see all too often in the workplace. It might seem harmless, but it can quietly damage productivity, teamwork, and trust. I hear it from people who are genuinely good and capable, but who fall into the trap of saying things like, “I’m almost there” or “I’ll show it to you next week when it’s ready.” At first glance, it feels like progress, but more often than not, it signals procrastination or distraction rather than actual movement forward.

Why “Almost There” is Problematic

When someone says they are almost done but are not ready to show progress, it usually means nothing is actually happening. It can be an unintentional way of hiding procrastination or poor organization. The person may be overwhelmed, distracted, or simply not energized by the task. And instead of admitting they have not made progress, they mask it with phrases that buy them time.

The problem is that this creates a disconnect. The team thinks work is moving forward, but in reality deadlines are slipping and opportunities to adjust course early are being missed. Over time, this creates stress for the individual and frustration for the team.

The Power of Iterations

The answer is simple and powerful. Iterations early and often. I want to see progress in small steps. Even small updates, early drafts, or partial completions are better than silence. When progress is shown regularly, several things happen.

First, procrastination is exposed and addressed. Second, the person working on the task builds momentum and gains small wins that fuel motivation. Third, it becomes easier for the team to step in and provide support where needed. Finally, it allows us to work in smaller pieces, reduce context switching, and create real flow.

This is not micromanagement. It is not about telling people how to do their job. It is about checking in on the what so that the how can be improved together. Just like a Starbucks barista follows a recipe or a pilot completes preflight checks, professionals in any field must follow their process. That is not control, that is alignment.

Supporting Different Needs

This approach also creates an environment of support for those who struggle with focus or organization, including people with ADHD. Breaking big overwhelming tasks into smaller achievable steps can make a huge difference. By checking in more frequently, we give them a chance to win instead of stress. It helps them channel their energy in ways that lead to completion rather than burnout.

In the end, saying “almost there” is usually a signal that someone is stuck. By shifting to transparency, frequent updates, and iterative progress, we create accountability, trust, and momentum. This is how we support individuals while also strengthening the team.

Key Takeaway

When people say “almost there,” it often hides procrastination or lack of progress. Asking for frequent updates and iterations builds trust, reduces stress, and helps everyone move forward together.

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Implement Fast — Don’t Sub-optimize

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 4 min

Why Implementing Fast Creates Real Change

I recently received some feedback from a listener that really stuck with me. He shared how he was rolling out Superintendent 2.0 to his team along with a superintendent playbook he had spent five months developing. He mentioned how much value he got from one of the earlier blogs, and it made me so grateful to see these ideas not only being heard but actually being implemented in real organizations. That kind of feedback reminds me why I do this work.

Today I want to talk about a topic I have been waiting to cover for a long time, and that is the importance of implementing fast. Too often in our industry, when the conversation turns to lean rollouts, I hear things like, “Let’s just start small with a huddle,” or “We need to take it slow so we do not overwhelm anyone.” On the surface, that might sound reasonable, but in my experience, it usually does more harm than good.

The truth is that going slow rarely works. People sometimes say it because they want to avoid change altogether. Saying “this is too much” or “we are moving too fast” can be a clever way of resisting progress. If you look closely, the people making those arguments are often the dissenters who do not want the effort to succeed.

I have always believed it is not the big organizations that overtake the small, it is the fast that overtake the slow. Change needs speed because speed allows you to build momentum, get results, and prove that the new system actually works.

Let me explain with an example. Imagine trying to create a human being but only starting one organ at a time. First the lungs, then the heart, then the brain. That baby would never survive because a human body has to be born as a whole system. Lean is the same way. If you only do pull planning without connecting it to takt planning, look ahead planning, weekly work plans, and day plans, then you have created a broken system. Instead of solving problems, you create new ones because the different parts are not working together.

Going slow is like ripping off a bandage one inch at a time. You prolong the pain and stretch out the discomfort. Or it is like easing into a freezing pool, dragging out the shock instead of just jumping in and getting used to the water. When you implement fast, you take the hit once, but you get through it quickly and can start reaping the benefits sooner.

Now, implementing fast does not mean being careless. It means building the smallest complete system that can actually function. You document it, you make visuals, you do the training, and then you launch it. You do not need to roll out every lean tool all at once across the whole company, but whatever you do roll out should include all of the necessary parts to make it work. That is how you avoid sub optimization and wasted effort.

The real danger of slow implementation is that people get tired of waiting for results. The team loses momentum, enthusiasm fades, and eventually the effort stalls before it ever matures into a functioning system. Fast implementation, on the other hand, creates clarity, accountability, and measurable wins that keep everyone engaged.

I know it is not easy. Implementing any meaningful change requires courage, discipline, and a willingness to push through discomfort. But when you birth a lean system, even if it is just a small one, you bring it to life as a complete organism. It will be hard to raise, but at least it is alive and working. That is what gives you the chance to grow, refine, and eventually scale it across the organization.

Key Takeaway
Slow implementation drains energy and creates sub optimization, while fast implementation builds complete systems, gains momentum, and delivers real results that last.

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Managing Your Day as a Super

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 5 min

How Superintendents Can Protect Their Time and Stay Focused

I recently received some feedback from a listener, and it really struck me because it touched on something all superintendents face: the constant battle with distractions. The message was clear. He appreciated the practical advice he had already heard but wanted me to go deeper into one specific challenge: how to manage time and set boundaries when trade partners, project team members, or even owners are constantly pulling you in different directions.

This topic resonated with me immediately. I know exactly what it feels like to have your day blown apart by interruptions that feel urgent in the moment but could easily have been solved in another way. So I want to share some thoughts and structure around this, because if we are not deliberate with our time, we risk being reactive instead of proactive.

When I think about the ideal day for a superintendent, I picture it as something very stable and intentional. It begins with a strong morning routine that sets the tone for the day. Some superintendents even use box breathing or other mindfulness techniques to sharpen their focus before stepping onto the jobsite. Drive time can also be used wisely by listening to educational podcasts, motivational content, or even doing exercises that sharpen your thinking.

Once you arrive, the day should follow a rhythm. There is time set aside for planning, hosting or attending the morning worker huddle, and then performing zone control walks. These walks are not just about checking progress. They are about making sure handoffs between zones are smooth, that constraints are identified early, and that the team has clarity about what is coming next. Later in the day, foreman huddles and team standups create opportunities to surface and solve issues together. When these meetings are run well, they prevent many of the interruptions that otherwise end up on a superintendent’s shoulders.

Another practice that helps is clearly communicating when you are available and when you are not. One of my favorite examples comes from a superintendent in Hawaii who posted a humorous but very effective sign on his office door. It listed a series of steps people should take before knocking, such as checking submittals, reviewing drawings, writing an RFI, or even praying about it. While playful, it sent a serious message: do your homework before interrupting. The result was fewer disruptions and more meaningful conversations when people did come in.

It is also important to post or share your daily and weekly plans. When the team knows what you are working on and when you are available, they become more respectful of your time. This is especially critical when you are reviewing drawings, updating schedules, or performing focused work that demands your full attention.

That does not mean you ignore everything. Emergencies, urgent owner requests, or critical safety incidents obviously require you to drop what you are doing. But many of the so-called urgent requests we face are not truly urgent. Learning to distinguish between the two is one of the most valuable skills a superintendent can develop.

The reality is that many of us have a social tendency to respond instantly when someone approaches us. It feels natural to stop what we are doing and help. But in leadership, discipline matters. Protecting your leader standard work is not about being cold or dismissive. It is about creating the structure that allows you to lead effectively and deliver results for your team.

If you want more structure for this, I recommend checking out the Superintendent Personal Organization Planner. It is a resource that dives deeper into how to design your day and keep control of it. I also suggest looking at the Success Formula content on the Lean Superintendent YouTube channel, which shares practical techniques for organizing both yourself and your project team.

At the end of the day, the solution is simple but not always easy. Build strong routines, run effective huddles, communicate your availability, and be discerning about what deserves your attention. That is how you protect your time and stay focused as a superintendent.

Key Takeaway
Superintendents who protect their time with clear routines, effective huddles, and disciplined boundaries create stable days that allow them to lead with focus and deliver predictable results.

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Keys to Construction Coverage, Feat. Rocio Luna

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 4 min

Why Insurance and Risk Management Matter in Construction

I recently had the privilege of sitting down with Rocio Luna, a commercial insurance broker who specializes in lowering EMRs and helping construction companies get their insurance and risk management in order. What struck me immediately about Rocio was not only her knowledge but also her attitude and determination. She brings a tenacity and calmness that makes her exactly the type of professional you want on your side when things get difficult.

As someone who has been around many professionals in the industry, I have learned how important it is to surround yourself with people who truly understand construction. It is one thing to know insurance in general, but it is another to know what contractors face, what project managers deal with daily, and how claims can suddenly change everything. Rocio comes from the ground up, starting as a claims assistant and eventually building her way to becoming a trusted broker and consultant. That background gives her a unique perspective because she has seen the chaos firsthand and knows how to navigate it.

We talked about insurance in a way that was simple and practical. Rocio broke down the key coverages every construction company needs to understand: general liability, workers compensation, commercial auto, umbrella coverage, and builders risk. Each of these plays a role in protecting the business, the employees, and the future of a company. I appreciated how she explained them with everyday examples. For instance, general liability is there to cover a third-party injury, like a UPS driver slipping in your office. Workers comp protects your people when accidents happen on the job. Umbrella coverage steps in when limits are maxed out. Builders risk, on the other hand, covers a project while it is actually being built, not afterward. These simple explanations helped me see not only the technical side of insurance but also why the limits matter and why carrying proper coverage is non-negotiable.

One part of our discussion that really stuck with me was about risk management consulting. Rocio shared how many companies fail to respond quickly when accidents happen because they do not have a clear plan in place. When there is no process, claims are delayed, documentation gets missed, and problems get worse. Her consulting focuses on building standard operating procedures, making sure staff know exactly what to do, and ensuring every step is handled properly. That is what keeps EMRs low, premiums manageable, and companies out of unnecessary trouble.

I also admired her approach to connecting with people. She does not spam, push, or play games. She adds value, educates, and builds trust. That alone is refreshing in a world where we are all bombarded with cold calls and templated messages.

For me, this blog is not just about sharing what I learned from Rocio. It is also about emphasizing that we cannot afford to take insurance lightly. Construction is risky. Projects are expensive. Lives and livelihoods depend on the protections we set up in advance. Having the right coverage and the right team can make the difference between a temporary setback and a devastating loss.

Key Takeaway
Having the right insurance coverage and risk management procedures in place is not just a formality. It is the foundation for protecting your people, your projects, and your company’s future, and it begins with professionals who understand construction.

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It was Always on the Trades

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 4 min

It Has Always Been on the Trades

I want to share a realization that struck me recently, one that I believe has been overlooked for far too long. The truth is this: in construction, it has always been on the trades. Whether we dictated through command and control or tried to pass off responsibility in the name of collaboration, the burden has stayed on their shoulders.

Before I dive in, a few updates. Next week is Super PM Boot Camp and I am excited to welcome 32 participants in a brand-new facility in Phoenix, Arizona. I cannot wait to see the energy and collaboration in that space. Kate and I are also about 60 percent finished with the Takt Steering and Control book, which we aim to complete by the end of September. The work has been challenging but inspiring, and I know it will give builders something they can implement right away. On top of that, LeanTakt continues to grow. We have more than 50 people now, our marketing is strong, our graphics are sharp, and our integrator visits have been a success. Life feels good, and I am grateful for the momentum.

Now, let’s talk about the heart of this blog. In traditional command and control systems, general contractors dictated schedules to subcontractors, leaving the trades to carry the load. They were not treated as true partners. They were handed a plan and told to make it work. Naturally, the results were poor, so the trades would throw away the schedule and fall back on what they knew best. The system failed them, but they still carried the project forward.

The lean community has tried to fix this problem, but here is where I think we have missed something. When we implement the Last Planner System without addressing the deeper issue, the responsibility still sits with the trades. If I ask them to build a weekly work plan from scratch, to create look-aheads without flow, and then to spend hours coordinating trade to trade without rhythm or oversight from the general contractor, I have not truly helped them. I have just given them more work to do. It looks collaborative, but the burden is the same.

Think about it. We went from commanding them through CPM schedules that never worked, to now handing them the responsibility of planning everything for us. In both cases, they do the heavy lifting while we fail to lead. That is not partnership. That is still imbalance.

The solution is not more delegation. The solution is for general contractors to do their job. When we host a pull plan, build a takt plan, and filter look-aheads and weekly work plans directly from that plan, then we have done our part. That is when we reduce waste, create rhythm, and truly collaborate as one team. Only then are we sharing the load rather than disguising it.

This is a mindset shift. Meetings, for example, should not be judged by their length but by whether they accomplished their purpose. A plus-delta should not be reduced to “what did you like or not like,” but instead should measure whether the meeting fulfilled its intent. The same goes for Last Planner. Its purpose is to enable trades to execute short-interval work and learn together in a respectful environment. It is not meant to transfer the general contractor’s responsibilities over the wall.

When we miss the purpose, we misuse the tool. When we hold the purpose, we elevate the industry. That is why I say it has always been on the trades. Until we as general contractors step up, own our role, and lead with takt and Last Planner together, the trades will continue to carry a load that was never theirs alone.

Key Takeaway

It has always been on the trades, whether through command and control or poorly applied collaboration. Only when general contractors step up with takt and Last Planner together do we finally share the load as one unified team.

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Weaponized Incompetence

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 5 min

Weaponized Incompetence and the Hidden Excuses in Construction

Welcome everyone. I am excited to share today’s thoughts because this one really matters to me. The topic is weaponized incompetence and how it shows up in our industry, along with a few related ideas that tie into the same theme. This is something I see often, and I believe we have to start calling it out if we want to move forward as an industry.

Before I get into it, I want to say how grateful I am for the feedback I get from so many of you. Recently, I received a message from a listener who told me he had read all of my books and that he is certain he will attend one of my trainings one day. That means the world to me. It fuels me to keep creating, keep training, and keep working toward elevating the entire construction industry.

Looking ahead, our training schedule will be more focused next year. We will host two Super PM Boot Camps, two Takt Production System courses, and two Last Planner System courses. The Takt and Last Planner courses will both be virtual. We are leaning toward larger groups but fewer sessions, simply because of the commitments we carry in running such a large organization and construction company at the same time. If you are thinking about joining us, do not wait when those opportunities open up.

Another exciting project I am pushing forward is creating a Takt Production System course for universities. I want students to have access to this knowledge early in their careers. We are working on designing a 13 to 15 module course that professors can easily use, complete with curriculum, pre-recorded videos, and our books. I would love for it to be free, though I need to check if that is feasible. Either way, the goal is to give universities the tools to teach takt properly. To make it happen, I am looking for about 12 people to take the course for free in short sessions and provide feedback. Their help will allow us to refine the content and prepare it for a university audience.

Now let’s get into today’s real topic. I typed into ChatGPT to get the most current definition of weaponized incompetence, and here is what it said. It is when someone intentionally underperforms a task in order to avoid doing it in the future. They may pretend they are incapable of completing it correctly so that someone else feels obligated to take over. This shifts the burden onto others while creating frustration and burnout.

I love that definition because it captures the manipulative nature of the behavior. It is not just a lack of skill. It is a choice. And it is something I see far too often in construction. For example, I have heard superintendents say they do not know how to use a computer, or they cannot learn how to schedule, or they do not know how to have a hard conversation, or they do not know how to keep a jobsite clean. That is not a lack of ability. That is weaponized incompetence. It is a manipulative way to push responsibilities onto someone else.

I want to be clear. I respect superintendents deeply. I have worked alongside many who are incredible. But when I hear repeated excuses that prevent accountability, it is frustrating because it holds all of us back. I have been told that supers cannot read books or cannot learn technology, but that is simply not true. They can, and many do. The problem is that we tolerate bad behavior from some who rely on weaponized incompetence.

This mindset shows up in other ways too. Think about CPM scheduling. People cling to CPM because it allows them to avoid responsibility. They can create a list of activities, put it into a chart, and call it a schedule, even though it will never guide real production. Trade partners will not use it, crews will not follow it, and accountability never sticks. It is weaponized incompetence in disguise. It is a way of saying I do not want to do the harder work of planning, collaborating, and leading, so I will hide behind this system instead.

Here is the truth. Anyone under 50 can learn how to use a computer. Anyone in our field can learn how to schedule properly, how to clean a jobsite, or how to implement takt or Last Planner. The skills are not the barrier. The barrier is whether or not someone wants to step up and stop using incompetence as a shield.

We need to hold each other to a higher standard. It is time to stop tolerating excuses and start expecting excellence. Elevating our industry requires leaders, builders, and tradespeople who are willing to learn, adapt, and grow. We do not have room for manipulation or for shifting the burden onto others.

Key Takeaway

Weaponized incompetence is not a lack of skill, it is a choice to avoid responsibility. If we stop tolerating excuses and start holding ourselves to a higher standard, our industry will elevate to where it truly needs to be.

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CPM as a Cult

Posted on August 28, 2025August 28, 2025 by Jason Schroeder

Read 4 min

Why CPM Fails and Why Takt is the Future

Welcome everyone. I hope you are doing well and not too tired of me constantly bringing up CPM. I recently had a conversation with a scheduling professional who shared some honest truths about how damaging CPM really is. He asked me not to post our discussion publicly in case it affected his career, which shows just how deeply rooted and protected this system is in our industry. That alone tells you everything about the problem.

I want to share with you the concepts and analogies we discussed because I believe everyone deserves to understand why CPM creates so much waste and frustration. Right now, I am at SuperPM Bootcamp having the time of my life, and part of what makes it so fulfilling is that these important conversations are happening in real time with passionate builders.

CPM vs Takt: Clear Analogies

To explain the difference, I asked ChatGPT for analogies, and the comparisons made it crystal clear. Imagine planning a cross-country road trip. If you use a map, GPS, and adjust for real-time conditions, you get to your destination efficiently. That is takt. Now imagine counting how many cups of coffee you drink during the drive and believing that number gets you there faster. That is CPM. It is tracking the wrong thing while ignoring what truly matters.

Or think about gardening. A good gardener monitors soil quality, water levels, and sunlight to grow healthy crops. That is takt. A bad gardener counts how many times they water without noticing whether the plants need it. That is CPM. It looks busy but completely misses the real factors that drive success.

Even cooking works as an analogy. Hosting a dinner party with recipes, timers, and careful preparation is takt. Standing in the kitchen repeating the word delicious while ignoring the oven is CPM. It looks like effort but adds no value.

The Cult of CPM

The deeper issue is that CPM has grown into what feels like a cult. It thrives on the illusion of control, hiding behind charts and spreadsheets that do not reflect the chaos of the jobsite. It shifts accountability, allowing project managers and schedulers to blame others instead of taking responsibility. It even demands faith in predictions made without complete designs, creating schedules based on assumptions rather than reality.

I recently reviewed the characteristics of cults and was stunned at how perfectly they matched the culture surrounding CPM. From unquestioned dogma and manipulation to secretive practices and silencing dissent, it is all there. People cling to it not because it works but because it allows them to avoid responsibility and shift blame. The result is wasted time, wasted resources, delayed projects, and teams stuck in endless cycles of inefficiency.

Why Takt is the Answer

Unlike CPM, takt focuses on flow, zones, and optimizing the entire system rather than obsessing over a single critical path that changes constantly. By zoning projects properly, work moves faster without overloading trade partners. By aligning teams with predictable rhythms, productivity improves without the panic and chaos. And by focusing on reality instead of abstract charts, projects finish on time while building stronger collaboration.

I am passionate about this because I see the damage CPM causes every day. It is not just an ineffective tool, it is harmful. And the truth is, no one is actually forced to use it. We have better methods. If it is your reputation on the line, do the right thing. Choose takt.

Key Takeaway

CPM is built on distraction and blame while takt creates flow and accountability. If we want to build projects faster, healthier, and smarter, the answer is takt, not CPM.

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General Offerings

Company Offerings

Systems

Hearing the Voices of the People on Our Project Sites

Key Takeaway

Scheduling Civil Work with Takt

Why Civil Projects Fit Takt Planning

Building the Plan

Key Takeaway

Breaking the Habit of “Almost There”

Why “Almost There” is Problematic

The Power of Iterations

Supporting Different Needs

Key Takeaway

Why Implementing Fast Creates Real Change

How Superintendents Can Protect Their Time and Stay Focused

Why Insurance and Risk Management Matter in Construction

It Has Always Been on the Trades

Key Takeaway

Weaponized Incompetence and the Hidden Excuses in Construction

Key Takeaway

Why CPM Fails and Why Takt is the Future

CPM vs Takt: Clear Analogies

The Cult of CPM

Why Takt is the Answer

Key Takeaway

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