Are You Ready to Receive The Value?

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 7 min

Today I want to talk about something that has been on my mind quite a bit: how we actually implement systems on projects. Over the years, through Elevate Construction and Lean Takt, we’ve refined incredible processes, books, and systems that truly add value. But I’ve realized something critical. Having great systems is only half the equation. To actually make them work, project teams need the ability and mindset to receive the value.

Think of it like the human body. Glucose in the bloodstream provides the energy we need, but it’s insulin that enables our cells to absorb and use it. Without insulin, all that potential energy in the blood just causes problems. In construction, our systems are glucose. The project team and their ability to implement the insulin. Without both, you can’t get the value.

We’ve worked with some fantastic clients where they embraced this reality. They were clear on their operating systems, they trained their people, they walked projects regularly, and their teams knew what was expected of them. Those companies not only received the value but multiplied it, finishing projects faster, doubling productivity, and becoming recognized examples of operational excellence.

On the other hand, we’ve also seen clients struggle. They’ll ask for help, but they don’t implement a first planner, they don’t build consensus, they avoid training, and they fail to create clarity for their people. It’s like installing a world-class Japanese toilet but never showing anyone how to use it. The tool is incredible, but without training, buy-in, and clear conditions, it becomes wasted potential.

So how do we ensure projects actually receive the value? I’ve found a helpful framework I call the three of three.

First, the operational excellence layer. Projects must be planned with rhythm and trade partner involvement. That means using the first planner, takt planning, and last planner together. If even one of these is missing, the whole system falters.

Second, scaling excellence. Organizations need to clearly define their operating system, train everyone in it, and then perform regular field walks for at least 18 months. This ensures consistency, accountability, and lasting adoption.

Third, the implementation switch. People must know what they are supposed to do, they must want to do it, and they must have the right circumstances and support systems. Miss any one of those and real implementation will stall.

When all three layers of three are present, remarkable things happen. Projects finish ahead of schedule, trade partners are engaged, builders develop mastery, and the culture of training and improvement thrives. When even one is missing, companies struggle, conflict increases, and the benefits of lean systems remain out of reach.

The real heart of this conversation comes back to respect for people. True respect isn’t just installing systems and expecting compliance. It means giving teams the clarity, training, tools, and support they need to succeed. It means building consensus so they actually want to implement. And it means ensuring master builders are in place to carry the craft forward and anchor the culture.

At the end of the day, the systems we teach are powerful, but they only bring transformation if leaders commit to being the insulin that helps projects receive the value. That’s when lean systems stop being theory and start being the fuel that makes projects remarkable.

Key Takeaway

Great systems alone are not enough. Projects only succeed when leaders create clarity, build buy-in, and provide the support that allows teams to receive and apply the value.

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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 Fail a System

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 8 min

When we talk about project delivery systems like IPD, design build, or CM at risk, the danger is not in the concepts themselves but in how people misuse them. These frameworks are powerful, but they can easily be undermined by practices that hurt both contractors and owners.

One of the worst examples I see is the competitive design proposal process. On paper, it sounds like a good way for clients to get the best deal. In reality, it forces multiple contractors and design teams to spend millions of dollars producing detailed proposals, only for one team to be selected. The stipend offered never comes close to covering the cost. Worse, the client often takes the best elements from all submissions, leaving two contractors out millions of dollars and months of wasted effort. That is not fair, and it damages trust in the system.

True design builds work differently. The RFQ focuses on qualifications, team history, and capability. One contractor is selected with their design partner, and only then does design move forward. This avoids wasted time and resources while ensuring the owner still gets a qualified team and a strong design.

Another harmful practice is poorly executed phased design. Done well, phased design can accelerate delivery by overlapping certain design packages with early construction. But too often, teams rush ahead without a complete kit. Structural packages are issued without coordination for MEP systems, embeds, or critical supports. The result is constant rework, wasted money, and frustration in the field. Phased design only works when packages are fully coordinated with the systems that depend on them.

All of these examples point back to a bigger issue: a lack of systems thinking. As Deming warned, organizations often fail because of their best efforts. People try to optimize parts of a process without understanding how the whole system works. They take a framework like Last Planner or takt and adapt it incorrectly, skipping crucial steps or layering it onto CPM, which directly violates the principles that make it effective. The intention is good, but the outcome is chaos.

We have to stop approaching construction as if every system is optional or customizable at will. There are fundamental principles, Goldratt’s Rules of Flow, the 14 principles of the Toyota Way, the 3M framework of waste, unevenness, and overburden, that do not change. Ignoring them leads to failure. Systems like takt, Last Planner, and IPD have correct ways to be applied. The idea that “one size fits none” is a myth. Some principles really do fit all.

The deeper problem in our industry and in our culture is arrogance. We resist learning from history. We resist cooperation. We put up paywalls, compete unnecessarily, and treat knowledge as something to hoard instead of something to share. Meanwhile, other countries are outpacing us because they cooperate, they train, and they build systems that everyone participates in.

Lean construction is not about individuals showing off ideas or monetizing every new framework. It is about continuous improvement, total participation, and respect for people. That means bringing in trade partners, training teams, and making sure the systems are implemented as designed. It means being willing to update and improve, not clinging to outdated methods because “that’s the way we’ve always done it.”

If we want construction in the United States to thrive, we need humility and collaboration. We need to stop failing in spite of our best efforts and start succeeding because we are willing to work together in systems. The truth is simple: no contractor, no consultant, no country can solve this alone. Cooperation is the only path forward.

Key Takeaway

Delivery systems like IPD, design build, and CM at risk succeed only when applied with systems thinking, cooperation, and respect for people. Misuse, arrogance, and competition turn powerful frameworks into wasted effort.

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Taking Boot Camp Home, Feat. Michael Chavez

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 9 min

The heart of construction is not just in systems, processes, or technology. It is in the people who live it every day, who bring energy, humility, and positivity to the work. Recently, I had the chance to sit down with Michael Chavez, a project manager at Sky Blue Builders in Denver, Colorado, and a graduate of our SuperPM Bootcamp. Michael is one of those rare individuals who not only takes in the lessons but lives them out with passion. His reflections are a powerful reminder of why culture, planning, and people matter so much in this industry.

Michael shared how the bootcamp gave him the chance to peek behind the curtain at what construction could look like when systems and people align. While tools like the takt system will take time for his company to fully implement, what resonated most deeply was the human side of leadership. He described how he refuses to slip into the negativity that often permeates job sites. Instead, he leaves his ego at home, asks questions of trades, and treats his team with respect. His focus on building humans while building projects stood out as a core lesson.

One of the tools Michael found especially helpful was the 90 Day Planner. He has used it to intentionally design his mornings, structure his days, and protect time for his family. As a father with kids entering high school, he sees planning not just as a work skill but as a way to balance family, personal growth, and leadership. He told me that every morning, over coffee, he maps his day with his family’s needs, his meetings, and the spaces between. Those gaps become opportunities to crush the most important work. This practice has already created a more stable rhythm for him both at work and at home.

Michael also shared how the bootcamp transformed the way he views meetings. Rather than accepting them as an inevitable waste of time, he now approaches them as powerful opportunities to drive clarity and connection. He wants every meeting to be impactful, engaging, and worth the time invested. This shift echoes one of the biggest principles we emphasize: meetings must be structured, visual, and purposeful so information flows directly to the people who need it most.

The interactive nature of the bootcamp also left an impression. From the energy of music to the tennis ball challenges that required full participation, Michael saw firsthand the value of stripping away pretenses and fully engaging. He noticed fellow participants who started the week quiet and reserved, but by the end were actively contributing and learning. That transformation showed him the power of environment and culture in shaping how people absorb knowledge and step into leadership.

Our conversation also touched on books and resources. Michael has nearly worked his way through the entire PM Mural board book list, and he credits those stories and lessons with shaping his thinking. Patrick Lencioni’s fables in particular gave him a framework for meetings and leadership that aligned closely with our system. He did not just stick to the titles that applied to his current role, he dove into CEO, family, and broader leadership books because he wants to be ready for every opportunity that comes his way. That hunger for growth is exactly what makes him a standout builder.

Michael also pointed out that construction is not just about systems but about community. At bootcamp he learned as much from fellow attendees as from the content itself. Sharing experiences with larger GCs from Boston and Canada gave him insights into how companies approach planning, OSHA, and logistics differently. The collective wisdom of peers proved to be just as valuable as the structured curriculum, reinforcing the idea that it takes a tribe to elevate the industry.

As we closed our conversation, Michael challenged other builders with a simple but powerful idea. Plan thoroughly and invest in people. When you plan and stay ahead, you are able to bless the lives of those around you. Leadership is not about control or ego, but about preparing the path so others can thrive. For Michael, that is the essence of building.

Key Takeaway
True leadership in construction comes from planning ahead and building people, creating a culture where teams thrive and projects succeed.

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Preventing SIFs, Feat. David Tibbetts

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 9 min

Safety in construction is always evolving, but one of the most pressing topics today is the prevention of serious injuries and fatalities. I recently had the chance to sit down with David Tibbetts, Chief Safety Officer at Highwire, to dive into this conversation. His background includes years managing safety at Harvard University before joining Highwire, a company focused on helping clients manage risks tied to the contractors they hire. Their mission is clear, deliver work safely and send workers home safely.

David shared the remarkable success the industry has seen over the past three decades. Total recordable incident rates have dropped by 80 percent, saving hundreds of thousands of workers from injury each year. Yet at the same time, the fatality rate in construction has remained flat, even showing a slight increase. That stark contrast has forced many of us to ask if focusing too heavily on recordable incident rates might blind us to the real dangers that exist on our job sites.

The numbers tell the story. Without the improvements of the last thirty years, nearly 900,000 workers would be injured annually. Thanks to progress, about 170,000 workers now experience recordable injuries each year. That is still a massive number, but it is far fewer than before. The catch is that while minor injuries are reduced, fatalities and serious injuries remain stubbornly present.

David explained that this happens because recordable rate does not tell the whole story. A company may celebrate a low rate, but that does not mean its people are free from exposure to the kinds of risks that cause life altering events. Falls from height, unprotected trenches, and exposure to live electrical systems are just a few examples. These are events that may not happen every day, but the potential is there every week on every project.

One of the most powerful parts of the discussion centered on human behavior. When we put too much emphasis on one metric, we create a system that shapes the behavior of people. For example, the drive to keep recordable rates low can create a false sense of security, or worse, encourage the underreporting of issues. The real goal is not only to reduce injuries but to keep people alive and whole. That requires a shift in focus toward the highest risk activities and serious injury or fatality prevention.

David highlighted an important concept many of us overlook, energy and discipline are finite. Just as workers get physically tired after long hours, their mental capacity to focus on safety systems can be drained. If we overburden crews with excessive paperwork or ineffective processes, we risk wasting their discipline on the wrong things. For instance, pretask plans have become standard across the industry, but many are filled out as a compliance exercise rather than a meaningful discussion of risks. If those plans were refocused specifically on the highest risk activities, the energy invested could have a much greater impact.

This idea resonated with me deeply. I was reminded of advice I once received from a project executive. He told me to imagine having one hundred units of time and energy, and then to decide where to invest them. The same principle applies to safety. We only have so much mental and physical energy, and it must be invested in preventing the exposures that truly threaten lives.

Our conversation also uncovered the unintended consequences of relying too much on recordable rate. A contractor with a low rate might appear safe but still be exposing people to serious risks. On the other hand, a contractor with a higher rate may have only experienced minor injuries while doing an excellent job of controlling the activities most likely to cause fatalities. The metric should drive conversation, not conclusions.

The challenge for leaders, safety professionals, and workers alike is to balance both perspectives. Continue reducing overall injuries, but never lose sight of the activities that can lead to serious injuries or fatalities. It is not either or, it must be both.

Talking with David reinforced that safety is not about compliance for its own sake, but about using our limited time, focus, and energy in the most effective way possible. The industry has made incredible progress, but the next leap forward requires us to shift our attention to the highest risk activities and the systems that prevent life ending or life altering events.

Key Takeaway
Reducing recordable incidents matters, but true safety comes from focusing energy on preventing the exposures that lead to serious injuries or fatalities.

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An Answer to Questions

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 9 min

Using AI and Lean Methods to Improve Construction Projects

Construction is changing faster than ever, and technology is at the center of that transformation. Recently, I had the chance to reflect on updates in our own work, respond to a listener’s message, and share thoughts on how artificial intelligence and lean systems are shaping the future of our industry.

It is an exciting time. Between publishing new book updates, developing training programs like the SuperPM bootcamp, recording video series for students, and planning new one-day builder huddle events, the momentum continues to grow. Each of these efforts is part of a bigger mission: to equip workers and leaders with practical tools that elevate their projects and their careers.

One listener who manages wastewater treatment plant construction sent thoughtful questions about how AI and lean systems fit into real project workflows. His curiosity reflects a growing awareness that construction leaders cannot afford to ignore technology. I want to share those questions and my reflections here because they represent the conversations happening across the industry right now.

The first question was about AI in takeoffs, documents, RFIs, submittals, and meeting notes. The answer is that AI is already here in these areas. For takeoffs, estimating platforms are emerging that accelerate quantity calculations. Some are even experimenting with bid analysis tools that aggregate proposal data, though they still need refinement. Document management is a tougher nut to crack, but RFIs and submittals are areas where AI shines. Drafting RFIs, generating submittal registers, and tracking responses can be done more quickly and consistently with AI support. Meeting notes are another area where AI provides tremendous value. Automatic transcription and summarization save hours, but I caution that critical items should still be handwritten or personally documented. Writing things down programs not only the AI but also our own minds.

When asked what AI programs I use, my go-to remains ChatGPT because much of my work is writing. However, our team explores other specialized platforms where needed. Alice Technologies offers AI scheduling, though its reliance on CPM raises concerns about true optimization. PYPE extracts submittal requirements directly from specifications. ProEst provides predictive cost estimating. NPlan analyzes past project schedules to forecast risks. Evercam tracks equipment and productivity through site cameras, and OpenSpace captures 360-degree site reality. Each of these platforms addresses specific challenges, and having an AI consultant on our team has accelerated adoption.

We have also experimented with chatbots trained on my own content to answer questions as if I were in the room. Even AI avatars have been tested, though current visuals are not convincing enough to replace authentic video. The technology is promising but still maturing.

The listener also asked about lean methods, specifically first planner, takt, and last planner systems. These are powerful tools when used in the right context. First planner is for high-level project planning, where the direction and sequencing of work are determined. Takt provides the rhythm and flow that allow teams to move together smoothly through zones of work. Last planner involves the trade partners directly, making sure the people doing the work commit to the plan and continuously adjust it. These systems complement one another and provide a structure where everyone sees the path forward.

Another question was about handling roadblocks. Should they be prioritized, logged, or integrated into the schedule? In my experience, roadblocks are better visualized than hidden in lists. Expanded 3D maps on the wall allow teams to physically mark barriers with red magnets or stickers, making problems visible to everyone. Once visible, they can be solved quickly. While some people prefer logs or schedules, the danger is that roadblocks end up deprioritized and ignored until they become critical. Clearing the path early and often is far more effective than overthinking which ones matter most.

All of these conversations point back to a bigger truth. Technology like AI is only as effective as the systems and culture it supports. Lean methods provide the structure, and AI accelerates the execution. Together they help us plan better, respond faster, and reduce waste. But at the end of the day, success still depends on leadership, discipline, and collaboration.

Construction has always been about people building together. Tools will change, but the principles remain. Protect finished work, plan with clarity, engage your team, and clear the way for progress. Whether through AI platforms, lean production systems, or better visualization of roadblocks, the goal is the same: make construction more predictable, more collaborative, and more rewarding.

On we go.

Key Takeaway
AI tools and lean systems are transforming construction, but they only work when paired with strong leadership and a culture of collaboration. Visibility, planning, and rapid problem solving remain the heart of project success.

If you want to learn more we have:

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The 12 Causes of Project Failure

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 9 min

The 12 Causes of Project Failure and How to Avoid Them

Construction projects often fail not because of one major misstep but due to a collection of preventable causes. Adam Beane has done an excellent job of outlining twelve key reasons projects stumble, and I want to share his insights while encouraging you to check out his work. These causes are not abstract theories. They show up every day on real projects, and the sooner we learn to address them, the more consistently we can deliver successful outcomes.

Before diving in, I want to share one of the builder’s codes that always applies: never yield ground. It is far easier to protect what you already have than to retake it once lost. In construction, this means guarding completed areas, maintaining stable operations, and producing quality work the first time. Rework is expensive, disruptive, and avoidable when we take this principle seriously. Protecting floors, cleaning spaces, posting clear signage, and setting strong expectations are practical ways to hold ground.

Now, let’s turn to the twelve causes of project failure identified by Adam Beane.

The first is lack of planning. Projects rarely go wrong halfway through; they start wrong. Without careful planning at the right ratio of effort, everything downstream suffers. In my own book, Elevating Preconstruction Planning, we emphasized this, and while an updated version is on its way, the message remains: planning is the foundation of success.

Second is poor leadership at the project manager or superintendent level. These two roles are critical in the United States and function like a two-person leadership team. If either is inexperienced, closed-minded, or unwilling to collaborate, the project falters. Owners know this, which is why they often ask who the leaders will be before awarding a job. Strong, open, capable leadership must come first.

Third are project changes, often in the form of scope creep or poor planning during design. Phased design packages and incomplete preconstruction efforts cause constant shifts during execution, destabilizing teams and eroding confidence. While design-build and CM at Risk have many strengths, they also carry risks of frequent design changes if not managed properly.

Fourth is poor scheduling. Traditional critical path method scheduling often sets teams up for failure. Modern approaches like takt planning, Last Planner, and Kanban provide the reliability and flow that complex projects demand. Without the right scheduling system, chaos is inevitable.

Fifth is the skill level of the team. Having the right people in the right seats is non-negotiable. On projects I have led, I deliberately stacked the deck with experienced, trained individuals I trusted. Teams succeed when competence and collaboration are built in from the start.

Sixth is management support. This comes in two forms: the organizational systems that provide scheduling, quality, and surveying tools, and the commitment from higher-level management—both within the contractor’s organization and the owner’s side—to support doing the right thing. Without this backing, teams fight uphill battles.

Seventh is funding. Underfunding projects leads to compromised planning, weakened general conditions, and reduced preconstruction effort. All of these combine to create a shaky foundation.

Eighth is cost containment. Staying within budget is about more than just subcontracts. It involves protecting contingencies and ensuring all codes and scopes remain financially stable throughout the project.

Ninth is resources. Projects require the right trades, equipment, and environmental support. Access to labor, power, communications, water, and drainage can all become make-or-break issues. Calling people resources diminishes their expertise, but without the right subject matter experts and tools, projects fail.

Tenth is information management. Construction thrives on real-time updates. Whether through Bluebeam, Procore, or other platforms, information must flow quickly, especially when design or financial approvals are in play. Lagging updates cause rework, frustration, and costly errors.

Eleventh is incentives. The way contracts and budgets are structured dictates behavior. Lump sum contracts may encourage hoarding, while toxic agreements create adversarial relationships. On the other hand, integrated agreements with aligned incentives encourage collaboration but can stall decision-making if not balanced correctly. Incentives drive behavior, and misaligned ones drive dysfunction.

Twelfth is the lack of continuous risk analysis. Speed and efficiency come not from pushing teams harder but from removing obstacles before they appear. Proactive risk identification keeps projects on track and prevents delays from compounding into crises.

These twelve causes outline why projects stumble and, more importantly, how leaders can prevent failure. They remind us that leadership, planning, resources, and trust are what make or break construction. By studying and applying these lessons, we can deliver projects that succeed more often, with fewer frustrations for everyone involved.

On we go.

Key Takeaway
Projects rarely fail from one major error but from a combination of preventable issues. Strong leadership, solid planning, real-time information, and aligned incentives are the foundation for success.

If you want to learn more we have:

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Micromanagement as a Myth

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 8 min

Micromanagement Myths in Construction

Micromanagement is often portrayed as one of the most toxic behaviors in the workplace. Scroll through social media and you will find endless lists describing micromanaging bosses as hawks, control freaks, or nitpickers. While there are kernels of truth in those complaints, the reality is more complex. In construction and leadership, many of the things labeled as micromanagement are actually parts of effective training, accountability, and team development.

When someone is learning a new role, it is natural and necessary for leaders to be closely involved. Training often follows the edge method: explain, demonstrate, guide, and enable. Early on, explaining and demonstrating can look like micromanagement, but it is actually coaching. As the individual gains competence, guiding and enabling allow them to earn autonomy. Expecting full freedom before mastering the basics is unrealistic and unfair.

Take the “boss hawk” example. Leaders who check in constantly may be seen as controlling, but in the forming and storming stages of team development, short iterations and frequent feedback are essential. If those check-ins continue once the employee is fully competent, then it becomes unhealthy. But early on, the intention is to build trust, not to suffocate.

The same applies to the so-called control freak who double-checks work. If a new team member has not yet developed their own quality control process, it is the leader’s responsibility to step in. Double-checking every detail is frustrating only when applied to seasoned professionals who have proven themselves. For new employees, it is simply smart oversight.

Another myth is that meetings automatically mean inefficiency. In construction, collaboration is the equivalent of two workers holding both ends of a rebar bundle to tie it together. That is a meeting. For teams working in offices or remotely, meetings are how collaboration happens. Productive meetings solve problems before they spiral into rework. Dismissing them as unnecessary is a misunderstanding of how effective teams coordinate.

Even nitpicking has its place. In marketing, publishing, or communicating with clients, attention to detail can prevent costly errors. Checking fonts, spelling, and formatting may feel excessive, but in reality it saves embarrassment and strengthens trust. The problem is not precision itself, but when it is applied in areas where it does not add value.

There are, of course, behaviors that cross the line. Leaders who steal ideas or take credit for team efforts damage trust and credibility. Likewise, managers who never allow autonomy, even when employees are proven and capable, create frustration. But those situations are less common than people think.

The truth is that most complaints about micromanagement come from people who are not yet ready for the freedom they demand. They mistake coaching, training, and accountability for control. Real micromanagement is rare. What is far more common is a lack of trust, communication, and accountability on both sides.

Instead of playing games or responding with sarcasm, employees should focus on building trust with their managers by delivering quality work, communicating proactively, and being transparent. Leaders, on the other hand, must know when to transition from close involvement to empowerment. Healthy organizations are built on connection, vulnerability, and mutual accountability, not adversarial relationships.

This is why the workplace should feel like a family. Dismissing the idea of family at work reveals a lack of genuine care for people. A healthy family provides accountability, love, correction, and support. Bringing that same mindset into the workplace is what creates great teams.

Micromanagement is not the epidemic people claim it to be. The real epidemic is disengagement, mistrust, and the refusal to connect authentically. Strong leaders step in when needed, back off when it is time, and always focus on helping their people succeed.

On we go.

Key Takeaway
Micromanagement is often misunderstood. True leaders balance guidance and autonomy, while employees must build trust and accountability instead of mistaking coaching for control.

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Logistics, Feat. Mark Story

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 9 min

The Power of Logistics in Construction

Logistics is one of the most underestimated yet vital aspects of construction. Many people think logistics simply means managing deliveries, but in reality it touches every part of the project from planning temporary roads to creating safe walkways for hundreds of workers. Done well, logistics enables smooth production. Done poorly, it creates constant chaos.

Mark Story and I discussed how logistics must scale with the size of the project but never remain stagnant. A logistics plan created on day one cannot simply stay in place for eighteen months. As construction progresses from excavation to concrete to finishes, the plan has to evolve. This includes fences, lay down yards, haul routes, and even restrooms and break areas. Everything should adapt to meet the project’s current phase.

Mark shared an example from his experience at Berkeley Law School. Early on, a lane of parking and sidewalk became the laydown yard and access point for cranes and pump trucks. As the project advanced and site conditions shifted, the team had to purchase parking on the opposite side of the street and secure permits for lane closures. Without those adjustments, buses and traffic would have collided with pump trucks and cranes. That is the reality of logistics planning, it is about anticipating change before it creates accidents and delays.

A strong logistics plan is also about clarity and communication. When the plan is updated consistently and presented visually, it allows everyone from workers to truck drivers to know exactly where to go. Inconsistent or cluttered plans create confusion, so breaking information into multiple, simpler maps, one for deliveries, another for walkways and restrooms, makes it easier for people to follow. Multilingual signage and straightforward directions are equally important so that everyone on the site can understand them.

One of the biggest mistakes in logistics is treating it as only the receipt of deliveries. True logistics covers two stages. The first is receiving materials from the truck at the jobsite. The second is moving those materials safely and efficiently to the work zones where trades can use them. Both stages require clear coordination. A procurement log may track when materials arrive, but the logistics plan ensures that cranes, forklifts, and hoists are in place to move them to the right spot without wasted effort.

Mark emphasized how essential it is to make jobsites easy for truck drivers to navigate. Drivers often face unclear signage, closed lanes, or directions that conflict with GPS. Many of them arrive after being ignored or dismissed at multiple stops, only to be met with frustration on site. Instead, we should treat drivers as partners. Providing clear maps, designated queuing areas, and even QR codes with routes reduces confusion and builds goodwill. When drivers know exactly where to go and when they will be unloaded, they not only stay safe but also deliver materials on time, helping the project run smoothly.

Another key insight is the connection between logistics and customer experience. If deliveries are mishandled and end up at the wrong dock or blocking access for owners and visitors, it damages relationships and trust. Top executives should not have to call a superintendent about misplaced shipments. Respecting the customer means planning logistics to prevent disruptions long before they happen.

Planning itself is what ties all of this together. Planning is only necessary when multiple elements must intersect. Construction is built on these intersections, trades, deliveries, inspections, and sequences all colliding. That is why logistics cannot be improvised. Working backward from the end goal, such as commissioning a building, helps establish the right sequence for steel, concrete, and site work. Logistics is about anticipating those intersections so the project can flow.

Ultimately, logistics planning is about making life easier for everyone on the project. Workers need safe walkways. Truck drivers need clear instructions. Trades need flat, powered, and organized laydown areas where prefabrication can occur. Owners need their campuses and roads accessible. The best logistics plans consider all of these needs, remain flexible, and are updated regularly.

By giving logistics the attention it deserves, we transform it from a source of daily firefighting into a powerful enabler of productivity and safety. Planning with the end in mind ensures that deliveries, equipment, and people arrive exactly where they need to be at the right time. That is what allows great projects to succeed.

On we go,

Key Takeaway
Logistics is more than deliveries. It is an evolving plan that makes work safer, smoother, and more predictable when updated clearly and consistently.

If you want to learn more we have:

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On we go

Bringing the PM & Super together, Feat. Nic Parish

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 10 min

Building Stronger Partnerships Between Project Managers and Superintendents

One of the most important dynamics on any construction project is the relationship between the project manager and the superintendent. These two roles hold immense responsibility. When they are aligned, projects flow smoothly and problems get solved quickly. When they are disconnected, tension builds, stress increases, and both sides end up blaming one another.

In my conversation with Nick Parrish, CEO of the Burns Group and leader of Burnster Construction, we explored what it really takes to create strong partnerships between project managers and superintendents. Nick described how these roles are often thought of as two players on the same team. They own the project together, but they hold different responsibilities. The key is not only recognizing that partnership but also finding practical ways to strengthen it.

Nick shared common frustrations that each role voices in the field. Superintendents sometimes view project managers as “office help” who only push schedules without understanding real-world conditions. They may complain about not getting the resources or materials they need. On the other hand, project managers often feel left in the dark, saying superintendents do not communicate enough or fail to provide input on schedules and procurement. Both sides end up reinforcing the other’s frustrations, creating a cycle of misalignment.

This tension makes sense if we look at it through the lens of human needs. People are driven by significance, certainty, variety, and connection. In construction, the environment can push both project managers and superintendents into survival mode. Contracts pit trades against one another, procurement systems break down, and both roles carry the stress of enormous responsibility. Without systems of connection and support, it is natural for them to protect their own significance by blaming the other.

But there is a better way. Just as a healthy marriage relies on communication and partnership, so does the PM-superintendent relationship. When the bond is weak, both sides can quickly start to see each other as enemies instead of partners. When the bond is strong, they tackle challenges together as a unified team.

So how do we create that bond? First, it requires a mindset shift. Every person on the project should be viewed as a customer. Just like Paul Akers once described cleaning an airplane restroom to protect the resource he valued, project managers and superintendents should see each other as assets who enable success. When a superintendent sees the PM not as “office help” but as someone who brings resources to the job, gratitude and cooperation replace blame. When a project manager sees the superintendent not as a complainer but as the person who makes everything come together in the field, the relationship deepens.

Second, we must improve communication systems. The old model of a superintendent keeping everything in their head no longer works. Everything must be visual and transparent. Schedules, procurement logs, delivery schedules, roadblocks, day plans, and weekly work should all be visible on the wall for the whole team to see. When communication is visual, blame disappears because the facts are out in the open.

Alongside visual systems, consistent personal connection is essential. Requiring superintendents and project managers to have lunch together every week may sound simple, but it builds trust and belonging. These conversations strengthen the bond so that when stress arises, they see each other as allies instead of adversaries. Daily or weekly huddles are another powerful tool. By checking in regularly, both roles can identify, discuss, and solve problems together before they spiral.

Nick and I also discussed how these principles align with frameworks like Maslow’s hierarchy of needs. When PMs and supers feel safe, connected, and respected, they can grow together and reach higher levels of mastery. Over time, they form a powerful duo capable of building remarkable projects while maintaining satisfaction in their work.

I like to think of it this way. The project manager’s role is to bring all the pieces to the jobsite, like delivering a full kit of Amazon packages. The superintendent’s role is to put those pieces together, orchestrating the trades into a cohesive team. Another perspective is that the project manager reads the client’s mind and feeds the project, while the superintendent sees the future. The superintendent uses tools like look ahead plans, weekly work plans, contract drawings, and field walks as a crystal ball to anticipate needs. When one role feeds the project and the other sees the future, everything falls into rhythm.

Of course, there will be rare cases where personalities simply clash and separation is necessary. But in nearly every situation, project managers and superintendents can succeed when they build connections, make communication visual, and commit to working as one team. The reward is not only smoother projects but also a stronger sense of fulfillment in their craft.

On we go.

Key Takeaway
Strong partnerships between project managers and superintendents are built on trust, communication, and visual systems that make every problem a shared problem.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How To Calculate Profit In Construction Project

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 7 min

How to Calculate Profit in a Construction Project

In this blog, I’m going to walk you through some of the most common questions we’ve been getting about calculating profit in construction. My goal is to give you a perspective that makes the process clear, practical, and easy to understand. If you’ve ever thought, “I just want a high-level breakdown I can actually use,” then stay with us on this blog.

A Helpful Analogy

One of my favorite ways to explain profit tracking is through Monopoly.

When I used to play Monopoly with my kids, I kept my money neatly stacked, properties organized, and risks in mind. My kids, on the other hand, had money and cards scattered everywhere. The result? I always won. Why? Because I always knew exactly how much money I had, where it was coming from, and what risks were ahead.

Running a construction project is no different. You need to know:

How much money you have now.
Where more money will come from.
What risks could impact your bottom line.

Construction really is Monopoly in real life, if you can’t see the whole game, you’ll lose profit.

Projection Sheet Details

This is where your projection sheet comes in. It’s the tool that gives you complete visibility. Here’s what it should show:

Overall project budget.
Total subcontractor budgets.
% of buyout completed.
% of buyout remaining.
% of buyout contingency remaining.
Contractor contingency.
Owner contingency.
Labor, equipment, and insurance gains.
Self-perform profit (if applicable).
Contractor fee.
Gross profit (all gains + fee – overruns/risks).
Corporate overhead charges.
Project-level expenses (taxes, bonuses, etc.).
Net profit.

Pair this with your risk and opportunity register, and you’ve got a full Monopoly board. You’ll know how much money you have, how much more you can make, and where your risks lie.

Financial Projection Tips

One rule I like to follow: if risks look like they’ll spill past your contingency and into your profit, that’s a red flag. That’s when you must take immediate action.

Gross profit = project revenue – direct costs (+ gains/fee).
Net profit = gross profit – overhead/expenses.

All of your financial applications should roll up into a single summary sheet so you can truly “play the game.”

FAQs About Profit

Q1: How do I calculate real profit on a project?

Gross profit includes fee, self-perform, equipment, labor, and insurance gains.
Subtract projected risks (beyond contingency).
Then subtract G&A and overhead to get net profit. Track this weekly and make ethical, strategic decisions.

Q2: What factors kill profit after a job starts?
Four main categories:

Estimating mistakes – weak preconstruction planning.
Production loss in the field – often due to CPM instead of Takt systems.
Rework from quality defects – usually caused by rushing, panicking, or poor systems.
Schedule creep/drift – overruns lead to damages and spending your own money.

Q3: How does profit match the estimate?
The estimate shows fee, contingencies, and budgets. But profit also includes labor, equipment, and insurance gains, factors not always visible to the owner. That’s why a projection sheet is essential: it ties everything back together transparently.

The Profit Formula

Here’s the simplified formula:

Net Profit = (Total Budget + Gains + Fee – Risks/Overruns) – Overhead & Expenses

If you can see all of that on one sheet, you’ll know exactly where you stand.

Profit in construction isn’t about waiting until the end to see what’s left over, it’s about playing the game strategically every week with full visibility. Just like Monopoly, the organized player always wins.

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:

On we go

Key Takeaway

Key Takeaway

Using AI and Lean Methods to Improve Construction Projects

The 12 Causes of Project Failure and How to Avoid Them

Micromanagement Myths in Construction

The Power of Logistics in Construction

Building Stronger Partnerships Between Project Managers and Superintendents

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