2 Tips for PMs

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 7 min

Two Essential Tips for Project Managers

In construction management, two practices make the difference between an average project and an excellent one. These are not complicated techniques buried in manuals but simple truths that carry deep impact. The first is the importance of building loyal and experienced teams. The second is learning to be comfortable with discomfort and resisting the urge to perfect habits that no longer serve progress.

Let us begin with loyalty. Many project managers face the challenge of leading teams they did not hire or build themselves. This is not unusual in our industry, but it does make success harder. Teams often struggle when members are unmotivated, disengaged, or pulling in different directions. No matter how skilled each person may be, if they are not aligned with a shared purpose, progress is limited.

One way to overcome this is to invest in people long before you need them. Build relationships, nurture careers, and take time to train and support those around you. When you care about people and consistently go the extra mile for them, they remember. Later, when it is time to staff a project, those same people often choose to work with you. Having even one or two trusted right hand team members who share your vision and commitment can change everything.

At its core, successful projects are not led by random collections of individuals. They are led by connected groups that trust each other, share experience, and are loyal to a common mission. Curating even a small circle of loyal teammates gives project managers the foundation for delivering remarkable results.

The second key is learning how to avoid becoming trapped in ineffective habits. Many project managers become very skilled at using outdated methods and tools. The sense of accomplishment from creating polished reports, perfect spreadsheets, or detailed analyses can feel satisfying but ultimately be meaningless if the methods do not improve project outcomes. There is a risk of getting addicted to the dopamine hit of completing tasks that should not be done in the first place.

Growth often feels uncomfortable. Trying a new scheduling method, restructuring communication through huddles, or reorganizing workflow with Lean practices may feel messy at first. It disrupts routines and challenges existing comfort zones. Yet real improvement only comes from being willing to start again, make mistakes, and adapt.

This principle can be summed up simply: get good at not being good. Progress is not about perfecting the status quo. It is about learning, experimenting, and being willing to look unpolished while developing something better. Comfort and perfection can lock teams into patterns that stop innovation. Discomfort, on the other hand, creates space for growth.

For project managers, the lesson is clear. Build loyalty in your teams so you are not leading alone, and cultivate the courage to change even when it feels uncomfortable. Success lies in people who will stand with you and in systems that keep evolving.

Key Takeaway

Project managers succeed when they build loyal, connected teams and when they resist the trap of getting too comfortable with ineffective routines. Growth requires both people and progress.

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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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Respect in a New Light

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 10 min

Respect in Construction: People, Resources, Customers, and Ourselves

Today I want to talk about respect in construction, but in a different way than I usually approach the topic. Respect is not just about courtesy or professionalism. It is about how we treat people, how we care for resources, how we handle our customers, and how we respect ourselves. These four areas combine to shape the culture, performance, and outcomes of any construction project.

Let me begin with a bit of an update. I am still working on the Elevating Construction Senior Superintendents book about the Last Planner System. The introduction, graphics, and cover are already done, and now we are writing the sections that describe the system itself. At the same time, LeanTakt continues to grow. We are weaving lessons from How Big Things Get Done and Built to Fail into our outlines, and it is exciting to see these ideas connect.

One thing that stood out to me recently came from a conversation about communication. My wife reminded me that words carry weight differently for men and women. Men often shrug off comments about appearance, but women may internalize them for years. Respect means being mindful, careful, and considerate, especially with the people closest to us. That same principle applies to teams in construction. Respect is not about avoiding conflict but about using words and actions to build others up rather than break them down.

Another reflection I have been working through relates to team size. I usually advocate for small teams of three to twelve people, ideally around four. But through our work at LeanTakt, I have seen how larger spans of responsibility can function effectively when the structure is right. We now train every Lean engineer to grow into leadership, and we rotate pod leaders who guide small groups within larger teams. This blend provides both the intimacy of small groups and the efficiency of larger structures. Respect here means adapting management approaches so that people are supported without burying them under layers of supervision.

Now let us explore respect in a broader sense. In Lean construction, respect starts with people. It means listening, training, supporting, and onboarding them properly. It means providing the logistics they need, from parking to water to safe facilities. It means creating safe, clean, and organized sites where they can work productively and go home unharmed. Respect includes connecting with workers often, holding huddles, making work fun, organizing barbecues, and building flowable schedules that prevent burnout. Even small touches like clean bathrooms and good lunch areas communicate respect. Most importantly, it means speaking up for workers when they cannot speak up for themselves.

Respect also extends to resources. When we prefabricate, we respect time and effort. When we minimize waste, we respect the environment and our budgets. When we order properly and avoid overburdening suppliers, we respect the supply chain. Caring for equipment, maintaining project sites, and treating surrounding areas with consideration are also acts of respect. These practices save time, reduce rework, and build trust.

Respecting customers takes the conversation further. In construction, everyone is a customer. Owners, designers, trade partners, neighbors, vendors, even pedestrians passing the site all count. Imagine how different a project culture would be if we treated every one of them as our most valued customer. That means asking how neighbors would feel about noise, how end users would experience the placement of fixtures, and how pedestrians would experience traffic control. Respect means protecting budgets and investor money, coordinating with facility managers, communicating clearly, and making the process easier for those who rely on us.

Finally, we must respect ourselves. That means getting the help we need, balancing workloads, and ensuring our teams have the tools and resources to succeed. It means following financial approvals, not forcing trades into impossible situations, and covering risks. It means asking for what we need, protecting our energy, and managing our workload sustainably. When we fail to respect ourselves, we eventually fail our clients and teams as well.

Respect in construction is not one-dimensional. It covers people, resources, customers, and ourselves. Neglecting any one of these areas leads to imbalance. You cannot truly care for the owner if you are burning yourself out. You cannot claim to respect your workers if you neglect resources or create chaotic schedules. Respect is a cycle, and when it is practiced fully, it lifts entire projects to a higher level.

I share this because these insights did not make it into the new book, but they are too important to overlook. Respect is not a side note in construction. It is the foundation of trust, performance, and long-term success.

Key Takeaway

Respect in construction extends beyond people. It includes resources, customers, and ourselves. When we integrate all four, we create projects that thrive and teams that succeed.

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Clarifications about Lean

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 9 min

Today, I want to make some clarifications about Lean that I think you’ll find valuable.

I recently received some wonderful feedback from a listener who leads a construction team within a top architectural firm that builds high-end homes and residential projects. He shared how the blog has been a source of inspiration and asked for resources on lift drawings that field engineers should be doing. Over time, we’ve developed detailed checklists for lift drawings, so if you are reading this and need those, please reach out again. I would be happy to share them.

That feedback reminded me of something bigger. Recently someone asked if there are companies truly doing Lean in construction today. When I really thought about it, the answer is no, not in the pure sense. I don’t know of a company that matches what Toyota did in manufacturing or what Paul Akers built in his organization. I don’t even think my own company is fully there yet. We are still developing, learning, and striving.

So, what does it take to master Lean in construction?

First, we need to get rid of our egos. Most of the time we don’t know if we are talking to someone’s true self or their ego, and that can distort the conversation. Second, we must never stop learning. Too many Lean consultants get fixed in what they know, which is just another form of classical management disguised as Lean.

Third, we need to network with the whole. Lean will only take root if experts and practitioners come together to learn from one another. We must be willing to improve, fail, go against the grain, and constantly question what we know. That is how real progress happens.

A few examples stand out. I learn a lot from Paul Akers, from the book How Big Things Get Done, from Built to Fail, and from the Lean Builder community. These connections spread knowledge and build momentum. Fighting among practitioners wastes time.

At the same time, we need to acknowledge misconceptions. One common one is around takt planning. Some argue for a single takt time plan where everything fits into a rigid rhythm. But in construction, reality is different. Most projects involve multiple trains of trades working at different paces. A multi-train takt plan reflects the real production system and still delivers the benefits of rhythm, flow, and optimization.

Another misconception comes from manufacturing thinking. Some people argue the flow unit must always be the value receiving unit. In construction, it is the trades that flow. They are the flow unit. Without trades, nothing moves forward. A narrow view of flow units ignores the multidimensional nature of construction and the need for both resource efficiency and work efficiency.

These misconceptions are not harmless. They keep us stuck in old ways of thinking and prevent us from mapping the production system correctly. For example, advanced work packaging sounds promising, but when it is tied to CPM scheduling, it cancels out the benefits of flow. Just because an idea comes from a well-known author or a popular book does not make it flawless. We must keep testing and questioning everything.

For me personally, Kate challenges my thinking constantly. Every book, every idea, every framework, we dissect it. At times it feels overwhelming, but it keeps me from getting stuck. And that is the point: none of us have it all figured out. Lean is not finished. We are still in research and development, and the moment we stop learning, we lose momentum.

As I layer together lessons from flow units, the Toyota Way, the Lean Builder, and other frameworks, I see the Integrated Production Control System bringing together the Last Planner System, takt production, and control as the most complete model available today. It is not perfect yet, but it is closer to mapping the reality of construction than anything else I have seen.

Lean in construction is not complete, and no company has mastered it fully. But by staying humble, learning from each other, and refusing to get fixed in our thinking, we can keep moving closer to what Lean is meant to be.

Key Takeaway

Lean in construction is still in development, but by staying humble, learning from one another, and avoiding fixed mindsets, we can continue moving toward true Lean.

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Focus on Supply and Demand

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 10 min

In this entry, I want to share a mix of reflections, milestones, and lessons that tie into both our industry and life. This blog might feel like it moves in a few directions, but each piece connects to how we grow as professionals and as human beings.

Let’s start with a milestone. We recently hit 50 percent women in our company. This is not something that happened by accident. We intentionally recruit women while hiring based on qualification, not gender. Equal opportunity is the goal. The reality is that the industry doesn’t naturally filter as many women into construction as it does men, so we must be intentional. For me, this milestone is more than numbers. It is about fairness, diversity, and breaking an old pattern in construction.

For years, I have admired companies like Hensel Phelps that have made incredible progress in diversity and created space for women to thrive. Seeing our own organization move in that direction makes me proud because it reflects a deeper belief. Equal is not fair, but fair is equal. Everyone deserves the same opportunities without discrimination.

This milestone reminded me of a Taylor Swift Netflix documentary called Miss Americana. It may sound surprising, but I encourage every male in our industry to watch it. The film opened my eyes to how laws and cultural systems still create barriers for women. It also showed me how important it is to speak up and use your voice. Taylor’s story of finally stepping into her political voice and opposing a candidate who supported policies harmful to women was powerful. It made me realize that standing up for equality is not optional if we want a fair society.

Yes, I am a Swifty, and I make no apologies for that. Beyond the music, the lessons about maturity, fairness, and using your voice are universal. Her story reinforced something I already believed: when we embrace diversity and equality, we become better leaders, friends, husbands, and humans.

This connects to a broader perspective I found while reading A New Earth by Eckhart Tolle. Tolle explains how ego has fueled centuries of domination, war, and control. While some ancient civilizations respected feminine energy, over time patriarchy took hold. That shift wasn’t because men were naturally meant to lead but because the ego found it easier to dominate through men. Women, being more in tune with their bodies and presence, resisted ego more naturally.

The result has been centuries of abuse, suppression, and inequality. Religion, politics, and culture often reinforced these systems. Yet when we strip away ego and fear, what remains is human connection. Without fear, we see people as they are: equals deserving respect and dignity.

This point struck me personally. I used to see the world through a narrow lens, shaped by politics and fear. I believed in male dominance, opposed immigration, and held negative views about the LGBTQ+ community. But life experiences shook me out of that spell. It feels like waking up, realizing how much fear controlled my perspective.

When you truly meet people, when you share a meal or a conversation, it is impossible to maintain those old biases. You cannot hate immigrants once you’ve shared a table with them. You cannot condemn gay people once you’ve heard their stories. You cannot think of women as lesser when you have daughters you love deeply.

This awakening has made me believe more than ever that leadership in construction and in life must be rooted in fairness and truth. Fear sells in politics and culture, but it cannot guide us if we want progress. We must shake off fear and ego and lead with presence.

Let me bring this back to construction. While reflecting on these themes, I have been reading Built to Fail. The book highlights critical points about bottlenecks, capacity, and flow. One principle stood out: in a high-performance production system, the bottleneck can be purposely placed as a control point to regulate flow. Instead of chaos, you achieve balance.

Construction too often falls into chaos with CPM schedules. CPM creates demand-driven documents that don’t reflect supply, leading to overburden, wasted effort, and low hit rates. Studies show that only 15 to 45 percent of tasks planned on CPM schedules actually happen. That is unacceptable. Imagine betting on a system with only a 20 percent chance of success, you wouldn’t do it. Yet CPM continues to dominate.

The better way is to focus on supply-driven systems like takt planning. When you level resources, control work in process, and reduce variability, the entire system flows. This is about respecting workers, avoiding overburden, and aligning demand with reality. It is about designing production systems that reflect what is possible, not just what someone in an office demands.

As I wrap up, I hope these reflections connect. Equality, diversity, fairness, and flow may seem like different topics, but they are deeply linked. Whether we are talking about the role of women in construction, shedding fear-driven mindsets, or improving production systems, the principle is the same: treat people with fairness, respect truth, and design for flow. That is how we build not just better projects, but a better industry and a better society.

Key Takeaway

True progress comes when we strip away fear and ego, embrace equality, and design systems that respect people and flow.

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Solving Issues with Changing Design

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 10 min

In this blog, I dive into a live problem-solving discussion with a construction leader who is managing a highly complex project full of changes, RFIs, and design revisions. While I will not share names or company details, the conversation is deeply valuable for anyone facing the challenge of trying to maintain flow and momentum in the middle of constant changes.

This project started as a one-year build but has extended to nearly one year and ten months due to a flood of ASIs, RFIs, and design changes. Currently, about 60 percent of the work is approved, leaving the remaining 40 percent in flux. The complexity is around six or seven out of ten, with layers of design revisions on an existing structure. The team is struggling to create a schedule that adapts to shifting conditions while still maintaining productivity and morale.

When faced with this situation, the first insight is that the problem is not simply the time construction takes. The real root cause is change. Each change creates additional flows of work on top of the original plan, increasing work in process and stretching the project timeline. Lean construction principles teach us that higher utilization and more work in process always result in slower overall progress. The key is to stabilize work, isolate flows, and prevent the entire team from being overwhelmed.

We discussed breaking the work into flows. The first flow should represent the contract work that is clearly defined, approved, and supported by stable systems and a consistent team. This flow maintains morale and keeps crews focused on tasks they know will not shift. The second flow should absorb flexible changes wherever possible. By intentionally looping design changes into this flow, the team can address owner-driven revisions without disrupting the first flow.

I also recommended identifying a third flow for non-absorbable changes. These are changes that cannot be merged into the regular streams of work. In some cases, this may require a separate workforce or at least isolating those tasks on the maps and schedules so they do not interfere with the progress of the primary teams. The danger lies in trying to push all flows into one. That approach overwhelms crews, distracts project management, and results in catastrophic morale and productivity losses.

Visual communication is essential. Large maps under plexiglass or detailed blueprints marked with different colors help the team see clearly what belongs to the first flow, the second, or the change-driven third flow. This transparency empowers trade partners to know where they can proceed, where they must pause, and where changes will loop in later. Clarity reduces frustration, avoids wasted effort, and keeps momentum moving in areas that are stable.

Alongside mapping, the schedule must tell the truth. A master CPM schedule that shows optimistic finish dates without accounting for the increased work in process is misleading. Instead, trade flow or takt planning can provide a more honest picture. Crew tying activities and showing realistic flow extensions prevent false expectations. If the schedule says the project can finish in one year and ten months, but actual flow shows it extending beyond two years, that reality needs to be communicated. It is better to be transparent than to set the team and the owner up for disappointment.

The discussion also emphasized protecting the workforce and project management team. When crews feel hopeless because of constant changes, they either stop progressing, hide, or busy themselves with non-value work. Respect for people means respecting human nature and creating conditions where they can see a path forward. Isolating changes into distinct flows prevents them from being overwhelmed and keeps morale high. The project management team must also be shielded from drowning in change orders so they can maintain focus on contract work and stable systems.

To reinforce morale, we spoke about creating a rally cry for the team. Something simple but motivating like “Focus on contract first” or “We can do it.” Teams thrive when they share a unifying purpose and understand exactly what matters most. Visuals, color coding, and even simple markers in the field can reinforce this clarity, making it easy for workers to know what is safe to progress and what must wait.

Finally, we focused on huddles and planning rhythms. In times of heavy change, the daily huddle and weekly work plan become more important than ever. Crews need to see the next few days with clarity and know that leadership is actively managing procurement, approvals, and material flow. Longer lookaheads may be unstable, but locking in short-term solvency keeps everyone productive.

The discussion reminded us that schedules are demand-driven wish lists, while crew capacity and production flow are supply-driven realities. Aligning these two worlds is where honesty, success, and trust come from.

Key Takeaway

When projects are overwhelmed with changes, success comes from isolating flows, stabilizing crews, and telling the truth with the schedule. Clarity, visuals, and focused leadership protect morale and keep progress moving.

If you want to learn more we have:

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Finishing up the Book Built to Fail

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 9 min

Lessons from Built to Fail and the Future of Construction

I recently wrapped up reading Built to Fail and wanted to share some closing thoughts. The book is fantastic, especially in the first chapters, which are so coherent and well-structured that we’ve already created presentations from them and are weaving the concepts into our future books. While the end of the book feels a little more scattered, it still contains powerful insights worth discussing.

Before diving into that, let me say thank you. To those who subscribe to the YouTube channel, follow along here, or share feedback, I want you to know I deeply appreciate the support. Producing content takes real effort. From researching what people are searching for, outlining scripts, and writing drafts, to recording, editing, creating thumbnails, and pushing content out, it’s a full-day commitment each time. Add to that the support of my team and the ongoing growth of our company, and I cannot say enough how grateful I am for everyone who helps keep this mission moving forward.

Now, back to Built to Fail.

One of the most striking points Todd makes is about the challenge of moving work off site. Modular and prefabrication approaches are promising but incredibly complex and fraught with risk. Companies like Katerra and Westinghouse proved how difficult it can be to make modular successful at scale. While I believe modular has a future, for now, stick-built structures can still move at a pace that rivals or surpasses modular in many situations. Prefabrication options range from kits of parts to single trade or multi-trade assemblies, even to full volumetric pods. Until the modular industry matures further, pre-kitting materials into parts for efficient on-site assembly can be a strong alternative.

Another valuable lesson is about material management. Todd captures it well with a phrase that has stuck with me: do not order just in case, order just in time. This is about avoiding excess inventory that ties up cash while still protecting projects with the right-sized buffers. Ninety percent of construction professionals lean toward materials waiting on people instead of people waiting on materials. The truth lies in balance. We must manage long-lead items carefully while not flooding sites with unnecessary bulk materials or consumables.

One idea that hit me hard was his critique of long lead times. Too often, construction professionals accept extreme lead times without asking why. If it takes two years to procure certain equipment, the default response is to accept it and move on. But why should it take that long? Are suppliers inflating timelines because they have monopolies or want to profit from expedited fees? We should be questioning and challenging these norms rather than simply adjusting our schedules.

Todd also points out the problem of letting suppliers work in sequences that fit their preferences rather than what benefits the project. To succeed, we need to bring in materials by zone and phase so they can be installed just in time. This requires tighter control and collaboration with suppliers.

A recurring theme in the book is that supply chain management is not just procurement. It is about eliminating unnecessary administrative work, optimizing production resources across the value stream, forming strategic partnerships, and truly understanding the elements of lead time. Instead of relying on expediters and spreadsheets to chase materials, we should be implementing systems that control work in process and flow.

The book closes with some attributes of effective supply flow control that are worth repeating. Materials should be fabricated and delivered when needed, not so early that they require long-term storage. Resources like inventory, labor, and equipment should be optimized for the overall project, not just individual gains. Materials should always be traceable as they move through fabrication, shipping, storage, and installation. And installation itself should be final assembly only, with packaging and prep work handled off site wherever possible. Finally, projects need to stay agile, use technology wisely, and implement performance indicators to improve production systems.

These ideas may feel scattered at first glance, but together they push us toward a future where construction supply chains are leaner, smarter, and more reliable. The book reinforced for me that success in construction is about creating systems that tie everything together instead of random fixes.

I am grateful for the insights and encourage you to pick up Built to Fail if you have not yet. For me, it was a reminder that the industry must keep questioning outdated practices, experimenting with better approaches, and striving to improve flow in every area of work.

On we go.

Key Takeaway
We must challenge outdated practices in supply chains, balance inventory with flow, and adopt systems that create smarter, leaner, and more reliable construction processes.

If you want to learn more we have:

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Answering Questions about Takt

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 9 min

Why Takt Planning Beats CPM Every Time

I recently received some thoughtful comments and questions from listeners, and I promised to respond with a full blog on the topic. The comments came from someone working on a large project with multiple buildings and garages. They wanted to know how to incorporate takt planning into their work, especially when their company was still relying on CPM as the guideline.

This is such a valuable question because it highlights a common problem in our industry. Too many projects still depend on CPM schedules, even though they consistently fail to create flow, reduce risk, or deliver projects on time. I cannot stress this enough: CPM is broken. It increases work in process, creates artificial utilization that overwhelms the job site, and extends schedules instead of shortening them. The system is outdated, ineffective, and does not reflect the reality of construction.

So what should you do if your project is stuck in CPM? My answer is to create a takt plan for your area, phase, or building. Even if the overall site is not adopting takt yet, you can still build from your takt plan. Align it with your company’s CPM system by mapping your takt activities into P6, Asta, or Microsoft Project. That way you can still comply with company requirements while actually creating flow and predictability in your work.

One of the best tools for this is the takt calculator. The latest version, 4.2, is designed for preconstruction and can help you level zones, analyze trades, and ensure the right number of zones for your project. Even better, when you are ready, you can use Intakt software, which makes takt planning seamless and efficient.

I also want to address the critics. Some so-called lean experts still fight against takt, and to be honest, it is one of the most short-sighted and ridiculous positions in the industry. Takt planning aligns with every principle of lean production systems. It creates flow, reduces waste, and addresses every concern raised by those who criticize construction scheduling. To dismiss takt while claiming to support lean is to reveal a lack of true lean understanding.

Another question I received was about leveling zones when trades require different durations in the same areas. My recommendation is to use density leveling. Imagine dividing your building into a ten-by-ten grid and rating each square on a scale of one to ten based on work density. Use these scores to create zones of roughly equal density. The smaller variations will work themselves out because trade partners are smart and adaptable. What they cannot adapt to is bad planning that overloads them with too much work in one area.

A great example came up in the comment: fireproofing was holding up framing, which held up everything else. This is a classic bottleneck situation. In takt terms, the bottleneck sets the pace of the project. If fireproofing crews are the slowest link, then their sequence defines the overall flow. If that pace is acceptable, then you accept it. If not, you can break up the crew, add resources, or adjust the sequence to improve the flow.

Another important point raised was about proving the value of takt when others are stuck on CPM. The reality is that data will not convince people. Humans make decisions emotionally and then justify them with logic. People cling to CPM because it is familiar, because they fear change, or because their jobs depend on it. Even if you finish your building faster with takt, some will deny it because it was not their idea.

So what do you do? My advice is to quietly align your CPM schedule with your takt plan so that both formats match. Deliver predictable results in your area. When your building finishes ahead of others, you will know takt was the reason, even if no one acknowledges it. More importantly, you will know that you protected workers, supported families, and delivered value in a way that honors the people who do the work.

At the end of the day, CPM is a system built to fail, and takt is the system built for the future. If you want real results, stop waiting for your company to change. Start creating flow where you can, and let the outcomes speak for themselves.

On we go.

Key Takeaway
CPM is outdated and broken. Takt planning creates true flow and predictability, and even if your company resists, you can implement it in your own area to drive real results.

If you want to learn more we have:

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Should you Spend Time as a Super to be a PM?

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 6 min

Building Better Careers and Smarter Schedules in Construction

I recently received some incredible listener feedback that really made my day. A new HR professional in the construction industry shared how much they appreciated the leadership training courses and podcasts, and how those resources helped them flatten the learning curve in their early days. They even recommended a book called Employality by Joe Mull, which focuses on employee engagement and retention. It has a perfect 5.0 rating on Amazon, which is almost unheard of. I am excited to dive into it because keeping people engaged and happy at work is one of the most important things we can do in our industry.

This feedback led me to reflect on the concepts of hiring for life, something Simon Sinek talks about, and the lessons Paul Akers often shares about Japanese workplace culture. These ideas resonate strongly with me because they emphasize people as the foundation of sustainable success.

Next, I tackled two great listener questions. The first was about 4D scheduling versus CPM and takt. Here is my take: CPM is not effective. It creates schedules that look good on paper but collapse when tested in the field. Takt, on the other hand, is a time by location system that naturally flows into 4D scheduling. When you model schedules in tools like Synchro, CPM falls apart because it cannot tie to real model geometry. But takt does. That makes the true foundation for creating meaningful 4D schedules that actually represent how work flows in the field.

The second question came from a young professional who had just graduated with a construction management degree and already completed six internships. They wanted to know the best path to becoming a well-rounded project manager and whether spending time as a superintendent was necessary. My answer was yes. If you want to be a truly effective project manager, you need field experience. Being a superintendent connects you directly with the flow of work, teaches respect for the trades, and locks in the builder mindset. Without this, it is easy to get lost in paperwork and miss the reality of how construction truly operates.

I also emphasized that there is no rush. Taking a year to serve as a superintendent can prevent bad habits from forming and help create a much stronger career foundation. Estimating and project management are important roles, but combining them with field experience will make you one of the strongest leaders in the industry.

At the end of the day, the principles are simple. Put people first. Use scheduling systems like takt that actually work in practice. And if you want to be a remarkable project manager, make sure you spend time in the field so you never lose sight of the flow of work.

On we go.

Key Takeaway
Success in construction comes from combining people-first leadership with real field experience and reliable scheduling methods like takt that create flow and predictability.

If you want to learn more we have:

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How Do You Schedule Renovations?

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 9 min

Scheduling Residential Renovation Projects the Right Way

I just finished up the FE PE bootcamp in Alabama and I am back home focused entirely on writing the Last Planner System book. We are already more than 100 pages in and aiming for a 300-page book, so there is still work to do, but the vision is finally coming together. That has been the hardest part, and now everything is lining up. It has taken over a year and a half to refine the approach, but I am thrilled to share the progress.

I also want to say thank you for the feedback that comes in from listeners and readers. Recently someone wrote in to say how much they appreciated the Takt Guide website and how it has helped them grow into their role as a new superintendent. Comments like this fuel our mission and remind us that what we are putting out is making a real difference.

Today’s topic comes from another listener question that I think will resonate with a lot of people. A residential renovation team in northern Minnesota reached out after watching the Behind the Hard Hat video about what a foreman does on a construction site. They had some great takeaways and even created new acronyms for their production break room. But their main question was this: how should we schedule residential projects when CPM and Gantt charts keep letting us down?

Their situation is a familiar one. They handle small renovation projects with kitchens, bathrooms, and additions. Budgets top out around half a million dollars. A supervisor and apprentice handle carpentry while they coordinate plumbing, drywall, and concrete crews internally, plus electrical and tile subcontractors. They also manage in-house design and material orders. With so many moving parts across small but numerous jobs, slipping schedules and uncertain start dates have been a constant challenge.

Here is my advice. First, stop relying on CPM and Gantt charts. They do not give you the visibility or the flow you need. Instead, shift to a time by location format. Even for small jobs, this is essential. Some people think takt only works on large, repetitive projects, but that is not true. The real power of takt is in creating flow across whatever trades you have.

When I reviewed their situation, I counted at least seven to twelve trade partners involved. That is more than enough complexity to justify takt. Each trade should be color coded in a time by location schedule. That way you can see where there are gaps, where crews are stacked on top of each other, and whether a flow exists or not. For renovations, you can even split a two-story house into separate zones and map out the sequence accordingly.

The benefit is not just in managing a single project but in managing across multiple jobs. If you overlay schedules, you can see when the same subcontractors will be overburdened and where there are opportunities to smooth out the flow across your portfolio. This prevents last-minute surprises when a trade partner cannot show up.

The second key is preparation. Treat each scheduled activity as a work package. Make sure crews have people, materials, tools, equipment, information, layout, and permissions ready before they start. This eliminates waiting and reduces firefighting.

Third, make the schedule visual. Post it on a huddle board, whether in a break room or virtually, so everyone sees the plan. Too often on small renovations leaders skip this step and keep the schedule in their heads. If trades cannot see the schedule, they cannot coordinate. Publishing it is non-negotiable.

At the end of the day, the same lean principles apply to small residential renovations as they do to large commercial projects. Use takt to establish flow. Color code trades in a time by location format. Overlay projects to balance resources. Break work into packages. And make everything visual so crews can align.

If you do these things, you will move away from slipping schedules and toward predictable results that make both your clients and your teams more successful.

On we go.

Key Takeaway
Even small residential projects benefit from takt planning. Putting schedules in a time by location format, preparing activities as work packages, and making the plan visual creates flow and prevents delays.

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On we go

All Things on One Page

Posted on September 12, 2025September 12, 2025 by Danny Jiménez⁩

Read 10 min

Seeing Everything on One Page

This year is shaping up to be an exciting one. I have been working hard on writing the Last Planner System book, and soon we will be sharing it publicly for review. At the same time, I have completed the second revision of the Takt Planning book. That new version includes added content, updated explanations, and improvements based on feedback from the field to make it easier to use. The outline for the Takt Steering and Control book is also complete, and we are almost finished with the Last Planner System book. On top of that, I have scheduled time to start recording some of the other text-focused books. It is going to be a huge year, and I am thrilled about the momentum.

I often receive thoughtful feedback and questions from our listeners and readers. Recently, someone asked about how deep we go into Takt control and execution in the Takt Fundamentals course. The short answer is that we do a deep dive into those areas. They also mentioned reading the most recent Takt book, which came out in October, and were excited about the plans for the second volume focused on Takt Steering and Control. This person had already delivered over 50 presentations on Takt, promoted the books, and helped sell hundreds of copies. Even more inspiring, their company already has over 15 projects in different phases of using Takt with outstanding results. Hearing this feedback and seeing the real impact fuels my excitement for the future of our industry.

That brings me to today’s topic, which is about the power of seeing everything on one page. I had a realization recently that while I have talked about tools like A3s before, I had not emphasized this perspective. A plan, a drawing, or a process presented on one page changes everything. It puts information into context, allows for visualization, and makes problem solving far more effective.

Think back to how construction used to be when we had large sets of drawings laid out in front of us. With a physical set, you could flip through the sheets quickly, keep multiple pages open, and absorb the bigger picture almost instantly. Many of us old timers remember the feeling of being able to highlight, compare, and connect the drawings with a full field of view. Then came the shift to digital platforms, which, while convenient, often limit your field of view. Clicking one sheet at a time can feel disconnected compared to scanning an entire set with your fingers.

That loss of context directly affects comprehension, visualization, and problem solving. It is the same with project schedules. When information is scattered across multiple reports, updates, and spreadsheets, leaders lose the ability to see the entire picture. A Takt plan, on the other hand, puts everything on a single page. That clarity is powerful.

There are many other examples of this principle. A3 reports distill problem solving into one sheet. Lift drawings gather all the necessary details for a component into a single reference page so crews can work without flipping between multiple documents. Infographics combine data and visuals to communicate a concept at a glance. Cheat sheets, shop drawings, simplified contract drawing sets, and calendars all condense essential details into accessible formats. Kanban boards and Scrum boards bring complex workflows into one view. Dashboards condense performance indicators and project data into a snapshot that decision-makers can quickly understand.

The pattern is clear. All of these tools are designed to enable human capacity by giving us the ability to see, process, and act without fragmentation. When we can see the whole picture on one page, we make better decisions, prevent problems earlier, and collaborate more effectively with our teams.

Personally, I could never return to a leadership role on a project without demanding to see everything on one page. Whether as a project executive, director, superintendent, or company owner, I would not feel confident in understanding the state of a project unless I had that single-page clarity.

So here is a challenge for you. Think about the tools, processes, or resources you use every day. Which of them could be simplified and placed onto one page to enhance comprehension and decision-making? The more we enable people to see the big picture at a glance, the more remarkable our projects will become.

At the end of the day, even if you are not drawn to the science and details behind Takt or other lean systems, you can appreciate the sheer genius of being able to see everything on one page. It allows you to grasp your project, anticipate issues, and lead your team with clarity. That is the true power behind this concept, and it is something we can all benefit from in construction and beyond.

On we go.

Key Takeaway
The power of putting everything on one page lies in clarity and comprehension. It enables leaders and teams to see the big picture, prevent problems, and collaborate more effectively.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

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