Nicolas M., Author at Elevate Constructionist

Why Is Construction So Stressful?

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

Read 7 min

Understanding the Stress in Construction

Construction is notoriously stressful, and understanding why is the first step toward mitigating it. The bottom line is that construction is so stressful because we often make it that way. Sometimes, it seems like we’re addicted to adrenaline. Yes, construction is hard—often harder than manufacturing in many respects. While it may not be as technologically advanced, the physical demands of working in extreme weather, dealing with chaotic environments, and navigating challenging terrains add significant stress.

But here’s the thing: it doesn’t have to be as stressful as it is today. Much of the stress comes from poor planning, outdated systems, and a lack of proper training. If we want to reduce this stress, we need to address these root causes.

Common Reasons Why Construction Becomes Stressful

To illustrate how we often make construction more stressful than necessary, let’s consider a simple task, such as baking a cake or changing a motor vehicle. Imagine doing it the “construction way” with these chaotic and stressful steps:

No Proper Planning: Rush into the task without any plans.
Constant Rushing: Always be in a hurry, either mentally or physically.
Poor Handoffs: Transition tasks to others with minimal overlap and preparation.
Adversarial Contracts: Set up contracts designed to create conflict rather than cooperation.
Outsourced Tasks: Hire out all tasks to others without knowing how to do them yourself.
Lack of Repetition: Ensure every task is new and unprecedented, with no rhythm or familiarity.
No Known Processes: Work without any established processes or reference materials.
Isolation: Have no one around with experience to help you.
Constant Criticism: Have someone constantly rushing and criticizing you.
Siloed Teams: Work in isolated teams with minimal communication.

The Truth About Working in Construction

When we design our work processes in such a chaotic way, it’s no wonder that construction is stressful. Everything mentioned above is reflective of common practices in construction, leading to inefficiency, conflict, and stress.

How to Reduce Stress in Construction

If we want to reduce stress in construction, we need to make some fundamental changes:

Plan Projects Thoroughly: Proper planning is crucial. This includes initial planning, six-week look-ahead planning, and daily planning.
Use the Right Systems: Implement systems like Lean methods, Takt, Last Planner System, and Scrum. Embrace integrated project delivery methods such as design-build and CM at risk.
Train Our People: Ensure that everyone in the field is well-trained and knowledgeable.

4 Key Techniques to Reduce Stress in Construction

Here are four key techniques to help reduce stress:

Identify and Manage Risks: Use a risk and opportunity register to track risks, make assignments, and review them regularly.
Have a Comprehensive Plan: Beyond the initial plan, ensure there are detailed plans for every stage and task.
Address Problems Proactively: Use the IDS (Identify, Discuss, Solve) method to tackle issues as they arise.
Prepare for Uncontrollable Risks: Have a solid emergency response plan to handle accidents and unforeseen events.

Essential Elements to Reduce Stress in Construction

To achieve a less stressful work environment, focus on:

Personal organization
Team balance and health
Stable systems
Use of the right production systems

Conclusion

The stress in construction is within our control. By planning properly, using the right systems, and ensuring thorough training, we can create a more enjoyable and less stressful work environment. Remember, you can enjoy your time at work—it’s 100% possible.

Learn More with These Resources

I hope these insights help you reduce stress in your construction projects. On we go!

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go!

How Should A Female Construction Project Manager Dress?

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

Read 9 min

Dressing for Success in Construction: Tips and Guidelines

First of all, I’m a guy, why in the world would you listen to me on this topic? I have no business talking about this. I’m a dude, and I have no business weighing in on how a woman should dress at work. So, in order to create this blog post (because it’s a commonly searched topic on the internet), I asked an expert, Kate Schroeder. She gave me this answer, and you’re going to love it: “Whatever she wants to wear.”

What Should a Female Construction Project Manager Wear?

So, the answer is whatever she feels comfortable with that fits within these parameters. We’re not going to decide or recommend what a female employee should wear on a construction project, but I will give you some guidelines in case you’re the one typing this into your search engine and you want some help. Kate’s got our back. I did this entire outline with her. Let’s roll.

Business Casual for Women

First, look up business casual for women. I did that the other day, and it was highly professional. With the exception of sleeveless shirts or shirts that don’t cover the entire body (which might be unsafe per OSHA regulations or whatever regulations you have in your country), business casual dress seems very appropriate. In fact, we will link you in the description below to some good references for that so you can get a good representative idea.

Comparing Guidelines with Male Attire

Kate suggested comparing it to what a male wears and then adjusting for your style and what you want to wear. Here are some parameters:

Pants: They should go from the waist down to your boots, be professional, clean, and without holes.
Shirt: Should have sleeves, and for men at least, a collar. It should be professional and appropriate for the work environment and sturdy enough for a construction project.
Boots: Substantial leather boots that go past the ankle, steel-toed if required. Make sure they are the right boots for the job.
Sleeves: At least four inches over your shoulder and arm on a construction project.
No Holes: No stylish holes or ratty clothing in any part of your outfit.
Professional Appearance: Ensure that your outfit fits with your personal protective equipment (PPE). This includes hairstyle, jewelry, and any other part of your outfit.

Personal Protective Equipment (PPE)

As a female project manager, you will want to have your own hardhat, safety glasses, vest, gloves, hearing protection, and boots. Your PPE should be custom-tailored to your company, style, and sizes so that they fit properly when you’re out in the field. Whether you’re male or female, the way you wear your PPE will signal whether or not people take you seriously. Make sure your hard hats, glasses, vests, gloves, and boots are serious and well-kept.

Importance of Dressing According to Safety Standards

However you dress is up to you, but it must be within the parameters of how to dress properly and safely on a construction project. Unfortunately, dresses and skirts are not typically conducive to a construction environment as they don’t keep your skin protected. Many people keep their arms uncovered, but there’s a trend towards wearing long sleeves even in hot weather to keep most of your skin covered.

Important Reminders When Dressing for Construction

Here’s some advice for everyone. Women do not need to look sweet at work, put on makeup, or do their hair. Just like men, women should come to work looking professional but without the extra pressure to look pretty or put together. We need to provide a psychologically safe environment where men and women are treated equally.

What to Avoid Doing as a Female in Construction

As a female project manager, do not adjust the way you dress in response to men. Dress how you feel comfortable, what is professional, and according to safety standards. You should show up how you want, dress how you want, and look how you want. This should be an equal and psychologically safe environment.

Connecting with People in Construction

Dress in a way that forms a connection with the craft, workers, and foremen. Don’t base it on what men will think; base it on how you can best connect with the people on your project site. A three-piece suit or a full outfit might not be the best idea, but coming unprepared or looking scraggly isn’t either. The answer is somewhere in the middle.

Final Thoughts

If you have any questions, ask another woman in construction—they’ll be able to guide you. At the end of the day, you shouldn’t be listening to me because I’m a dude. Wear what you feel comfortable wearing.

I hope you found this blog post useful and that it respects and elevates women in construction. On we go!

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

What Is Float In A Construction Schedule?

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

Read 10 min

Float should be in every construction schedule. I get asked all the time, “Should we always have float? Should we not have float? Where do we put it? What kinds of things can I expect when I put it in there? And will the owner allow it? What do you do if the owner doesn’t allow it?” All these questions we’re going to answer in this blog post.

What is Float in a Construction Schedule?

Float in a construction schedule is the amount that the activities, either together as a network or an independent activity, can move without affecting the overall schedule. This is basically the amount the schedule can move or push without actually affecting the end date. In my definition, it means avoiding stalking activities needlessly. So, it’s contingency. It’s a buffer, and I prefer the term buffer because we want to buffer impacts. Every schedule should have it.

When you take CPM (Critical Path Method) training the traditional way, CPM textbooks do talk about having scheduled contingency. The definition of the longest path is the longest path of activities, where if any of the activities were delayed, it would delay the entire project schedule. Often, owners will not allow float, contingency, or buffers at the end. They want you to back up your substantial completion date right to the end of that activity and have a critical path on the project. Owners use that critical path to avoid granting time or money for an actual impact on the project if it’s not on that critical path. As we’ve talked about in other posts, the critical path is not a great way to measure a construction schedule.

The Purpose & Importance of Float in a Construction Schedule

Float, when used correctly, is to absorb delays. Every construction project will have delays; every construction project will have problems. Throughout the course of the project, when you have that delay, or missing material procurement, or the rain day, you need the ability to move that construction schedule to the right, sustain a delay, and then use a buffer day, work contingency, or float. Every schedule should have it. There shouldn’t be any construction schedule in the entire world that doesn’t have float, contingency, or buffers because every project will have problems.

Of all the construction projects in the world, how many of them will go perfectly? How many will not even sustain one delay? How many will have every activity hit perfectly each and every time? Zero. If you said zero, then that’s how many schedules with no float you should have. Out of all the construction projects in the world, all have problems, delays, and issues that come up. So, all of them should have buffers, contingency, or float.

How to Add Float in a Construction Schedule

Risk Analysis

First, do a risk analysis. This is detailed in the book “How Big Things Get Done.” Look for your big risks, or “black swans,” and quantify days and dollars for them. Then ask yourself if your risks and days are covered with the float, contingency, or buffer at the end of the schedule.

Anchor Properly

Anchor your schedule by finding representative examples of similar projects done elsewhere. Put them into a database or your own Excel spreadsheet and calculate the average overrun for those projects in that region. Add that time into the actual schedule or make sure that, in addition to your risk days, it is included as buffers, float, or contingency.

Problems will happen. There’s no sense in having wishful thinking. Without float, when the end of the schedule starts to compress, you’ll start stacking trades and hurting people, which is why project teams start to crash land. Businesses wonder why projects seem fine in the beginning but end in a crash landing. It’s because schedulers, supers, and PMs dissolve logic at the end due to a lack of float, contingency, or buffers to absorb delays. Instead, they start stacking people, which only extends the project.

What to Do If the Owner Won’t Allow Float, Contingency, or Buffers

If the owner insists on using CPM without contingency and requires shared float between the owner and contractor, you are in trouble. First, analyze your risks and anchor. Your risks are the projected possible non-force majeure risks that could happen, and your anchor is the historical overrun for similar projects.

Show that data to the owner and ask for float, contingency, or buffers. If you can’t get it, do not resort to hiding buffers throughout the schedule. Craft a schedule that shows how critical some paths are and make sure you can track any delays accurately. If a time impact analysis can be submitted and approved, ensure the owner’s or tenant’s moving date is set beyond the risk profile.

Float should not be excluded from contracts, and owners should not penalize contractors for unavoidable delays. Using float, contingency, and buffers effectively will prevent stacking trades and overburdening projects with resources, which only extend project durations.

Important Reminders About Using Float in Construction Schedules

In the book “How Big Things Get Done,” misconceptions about pushing projects faster by overloading resources are debunked. This approach actually extends project durations. Owners who want fast projects should include buffers and avoid stacking and overburdening the project team.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

Where To Hire A Construction Superintendent

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

Read 19 min

In this blog post, we’re going to cover where to hire a construction superintendent and when you’re looking for him, here’s one thing that you shouldn’t count on. Two things you need to start doing that you probably aren’t right now. And we’re also going to cover the steps for developing those superintendents, and how long it takes. So read on if you want to know where to find the right talent for your construction projects.

What to Understand About Hiring from the Industry

You did not expect this, but do not count on hiring from the industry. It’s just not going to happen. Now, everybody out there, that’s already mad at me because I said that, I love you. I think you’re great, you’re probably at a good company with a good position, you’re trusted and you’re well cared for. Okay, so you’re probably not going anywhere, right? So I didn’t say you weren’t good. Right. There’s such a shortage of good superintendents because of the state of our industry that any of the good ones, and I’m assuming you are one of them, are already taken, right? You’re married to a company, right? So as a company, you’re not going to be able to go out and just find a super that has all of the traits that you’re looking for, you’re not going to be able to go out and find one with all the training, you’re not going to be able to go out and just plug and play superintendents into these positions. I don’t see it anywhere. And I’m not being insulting. I love superintendents. I don’t see any companies out there hiring from the industry and just making magic happen. Sure you get lucky every now and then. But on the whole, it’s not working very well. The best that I’m seeing is you hire folks from the industry, then people internally start to train on systems, and then it starts to go well, but it’s not just going to magically be like, hey, I’ll hire someone, plug them in, they got it, we’re good, it ain’t going to happen. So stop looking for unicorns in the industry that you can hire and put on your job and ignore.

Where to Hire a Construction Superintendent

What you need to start doing is hiring from trade schools. High schools, yes, I said it, colleges, and from the ranks of the craft on your project sites. And so that’s literally what I would do. In fact, that’s what we do at Elevate. Every now and then we get a unicorn, but it hasn’t happened like the percentage of how often that happens isn’t very good. You hit a home run like 5% of the time. What’s working at least 85% of the time for us in our company, Elevate, and Lean Takt is that we find college graduates, great people, or people from the trades who have a growth mindset, and they’re hard workers. We’ll just go ahead and hire them and train them to do it right from the start. It is a little bit of an investment, right? You have to spend like a year and a half, three years training them before they’re in certain positions. But I personally think that it’s worth it. So in three years, you can either be having the conversation of “hey, I don’t have the right people and we’ve spent a lot of money hiring and firing” or in three years, we can have the conversation “Hey, we started doing this recruiting in the right places and training these folks. And now we have some pretty good people supervising these projects.” Yes, it takes a couple of years. But let’s just think forward, what would your three-year-in-the-future self want to happen right now?

How to Find Potential Superintendents

1. Observe Your Surroundings

Start observing people that you are around, that you are working with, and that are in the craft. Yes, you’re going to hire from trade schools. Yes, you can do some hiring from high schools. And I’ve seen it work, I’m just telling you. Yes, you should be recruiting from colleges 100%. But also, if you’re working around really great laborers, really great foremen, surveyors, or other people in the industry, you can even look for potential amongst the ranks of truck drivers or the logistics folks. The key piece is that they have a growth mindset, are hardworking, and are willing to learn. Start paying attention to the people around you. Do they have that potential? Because I bet they do.

2. Gauge Their Interest

Once you spot them, gauge their interest. You can say something like, “Hey, there are some really neat opportunities. Here’s my number. If you’re interested, call me.” Or “I’m going to be around the project site for another week or two. Why don’t you think about this position or some of these opportunities I’ve talked to you about, and get back to me if you’re interested?” Provide an invitation and let them make the first move; that will show that they’re interested.

3. Explain the Possibilities

Once they come back to you, explain the possibilities. Tell them that superintendents or project managers can make a whole lot of money and these are really cool positions where they can grow as far as they want to. There are opportunities right here in this company. Explain what it pays and have that conversation about the opportunities.

4. Give Them an Assignment

This is not some kind of sick test or hazing. This is serious. What I like to do when somebody expresses an interest in taking their career all the way is to suggest a really cool book called “Construction Surveying and Layout: Third Edition,” also known as the Field Engineering Methods Manual. It covers field and office engineering tasks and responsibilities. Ask them to read chapters one through eight, if not the whole book. If they’re interested, they’re like, “Oh, well, yeah, this sounds interesting.” Then you know that there’s at least a chance. Because in that book, chapters one through eight, there are sections about construction organization, tools, general responsibilities, how you need to show up, math, drafting, surveying techniques, and safety and quality techniques. They will get a perspective of whether this sounds interesting or not. Giving someone an assignment is huge because it increases their likelihood to weigh in and buy into this content.

5. Hire Trainees as an Assistant

If they’ve read the book or done whatever assignment you’ve given them, and you think there is potential, find a way for them to help out in a field engineering role, project engineering role, or an assistant role on the project for a couple of months. If they’re a laborer, see if there’s a possibility for them to help in a field engineering role. If they’re a foreman, find time between assignments where they can come help you as an assistant superintendent. If they’re a surveyor, see if there are times when they can help you with certain tasks. The key is to get them involved in the kind of work you do. If they perform well, then you can have a conversation about promoting them to a field engineer or project engineer.

6. Provide a Full-Time Field Engineer Opportunity

If it goes through, get that person to do a full-time field engineering opportunity. Spending a year and a half to three years as a field engineer will be great. I don’t care what their experience is. You get that person into that role with the right opportunities, and they’re going to become builders, be able to work with builders, and it is going to catapult their career.

7. Send Them to a Field Engineering Bootcamp

Once they are a field engineer, send them to a company-run or an Elevate field engineering bootcamp. This is amazing. It will snap them out of any mediocre mindsets they have, teach them how to figure things out, connect them with the craft, and provide them with a life-changing, remarkable experience.

8. Give Them Time

Nobody’s in a rush. Spend a year and a half, 2, 3, 4, or even 5 years as a field engineer. They will get the builder experience and the tools in their tool belt to be able to do any other builder tasks that you ask them for later on. Take the time, and those eight steps have worked for me every time that I’ve tried it.

A Success Story

I’ve told you the story before about my buddy, Ramon Lugo Cruz. He came to a project in Tucson as the hoist operator and barely spoke English. I saw something in him. He connected with me. I was like, “Hey, if you take English courses for the next couple of months, because I think it’s great and I love your experience, so that you can understand the content that we’re going through, I will get you the Field Engineering Methods Manual.” In two months, he spoke good enough English, we connected, got him the book, read the chapters, got him into a position with the project team where he could start doing field engineering work. Then he started learning the equipment, doing lift drawings, running AutoCAD, and learning the robotic total station. Now he is the lead survey technician at a concrete company in Tucson, Arizona, making super good money and he can go anywhere in construction. This pattern works everywhere.

Once they’re done with this, all they have to do is learn about planning and scheduling, learn about lean systems, learn about leadership and communication, and the company systems. You have the makings of a future superintendent or project manager. It is amazing. This is a one-and-a-half to three, four, or five-year commitment, but it’s so worth it.

Learn More with These Resources

If you want to get started with this, I’m going to link you to the Field Engineering Methods Manual in the link below. I hope you check it out. Why don’t you buy a couple of them, have them there, and start looking for folks on your team, in high schools, trade schools, and colleges that you can start to train and develop. In a couple of years, you’ll have a rock-solid group of builders that are going to take you into the future. And I hope you’ve enjoyed this. Please check out the link for the Field Engineering Methods Manual, and I’ll see you on the next video.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

How To Become A Construction Scheduler

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

Read 7 min

Welcome to our deep dive into the crucial role of scheduling in construction. Having scheduled literally dozens, if not hundreds, of projects, I bring extensive experience from leading a large scheduling department. My respect for the role of the scheduler in construction is immense, and I believe it is a position of great value and importance.

The Crucial Role of Schedulers in Construction

Schedulers are not merely support staff; they are integral to the success of a project. However, their role must be clearly defined. Superintendents and project managers should plan and schedule their projects, utilizing the scheduler’s expertise for support, not as a crutch. If superintendents don’t engage in planning and scheduling themselves, the project is doomed to chaos.

The Scheduler’s Evolution at Lean Takt

At Lean Takt, the scheduling arm of Elevate, we employ 28 remarkable individuals who we refer to as process improvement engineers. This title reflects their role more accurately as they engineer software, plans, and strategies to enhance the construction process from pre-construction through to project completion. Their work is about improving processes, not just scheduling tasks.

How We Approach Scheduling at Our Company

Our philosophy is clear: we never do the work for the project team. We train them or work alongside them. This ensures that the knowledge, strategies, and leadership for scheduling remain with the superintendents and project managers, thereby supporting the project rather than hindering it.

Becoming a Construction Scheduler: Eight Essential Steps

Learn Construction Scheduling: It’s vital to gain hands-on construction experience. Schedulers should understand the field, the work, and the challenges faced by foremen and workers. Without this, there’s a risk of focusing too much on data and not enough on practical realities.
Learn Lean and Production Theory: Understanding lean methodologies and production systems is essential. This includes knowledge of the Toyota Production System, Last Planner, Scrum, and more. Traditional CPM and Gantt charts are not sufficient on their own.
Read Key Resources: Educate yourself with foundational texts such as The Toyota Way, The Goal, Critical Chain, This is Lean, The Lean Builder, and Takt Planning and Integrated Control.
Follow a Learning Sequence: Start with Takt, then Last Planner, followed by Scrum, Gantt charts, and finally CPM. This sequence ensures the right mindset and approach to scheduling.
Maintain Ethical Standards: Schedulers must adhere to ethical standards. Avoid practices that harm workers or distort schedules. Uphold honesty and transparency at all times.
Make Schedules Visible: Ensure that schedules are accessible and understandable to everyone involved. Visibility is key to accuracy and implementation.
Collaborate with Builders: Form strong relationships with builders. Schedule meetings effectively and partner with them to support the project, ensuring plans are both on paper and internalized by the team.
Bring Schedules to the Field: Ensure daily plans are clear and actionable for workers and foremen. A collaborative planning process is essential for field implementation.

Conclusion: Embrace the Path to Becoming a Great Scheduler

Becoming an excellent scheduler involves continuous learning and collaboration. By following these steps and embracing the role with dedication and integrity, you can significantly impact the success of construction projects.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

What Are Key Metrics In A Business Plan?

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

Read 8 min

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

How to Identify Lagging vs. Leading Indicators in Construction

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

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

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

How to Track Metrics for Your Business

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

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

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

Examples of Good Metrics to Track for Your Business

Here’s a list of commonly used metrics:

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

At Elevate and Lean Takt, we also track:

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

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

How to Start Tracking Your Metrics

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

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

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

How To Be A Better Construction Project Manager

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

Read 9 min

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

What Project Managers Need to Say

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

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

How to Manage Projects as a Leader

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

Important Reminders for Construction Project Managers

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

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What Makes A Good Construction Superintendent?

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

Read 9 min

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

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

Qualities Of A Good Superintendent

1. Keeps A Personal Organization System

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

2. Connects With People

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

3. Knows How To Be Part Of A Team

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

4. Continuously Learning

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

5. Well Read

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

6. Make, Own, & Run Their Own Schedules

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

7. Manages Procurement

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

8. Teaches Others

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

9. Lean Thinkers

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

10. Leads Great Meetings

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

11. Uses Technology

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

12. Holds People Accountable

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

13. A Bit Stubborn & Vulnerable

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

14. Has Good Builder Experience

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

15. Highly Organized

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

16. Drives People To Success

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

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

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What Does A Construction Scheduler Do?

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

Read 10 min

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

Key Steps to Becoming a Construction Scheduler

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

Where to Start When Making a Construction Schedule

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

Importance of Studying the Plans and Specifications

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

Creating a Macro-Level Takt Plan

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

Creating Zone Maps and Drafting the Logistics Plan

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

Important Documents and Requirements to Read and Take Care Of

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

Implementing the Last Planner System

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

How to Be an Effective Construction Scheduler

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

Managing Scheduling for a Construction Project

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

Conclusion

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

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How Do You Give Constructive Feedback To Your Manager?

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

Read 10 min

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

Importance of Asking for What You Need

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

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

What Happens If You Don’t Get What You Need

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

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

How to Give Constructive Feedback Using the Feedback Method

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

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

Different Examples of Giving Feedback to Your Manager

Training Needs

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

Addressing Behavior

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

How to Frame Constructive Feedback

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

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

Important Reminders About Giving Feedback

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

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

Learn More with These Resources

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

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

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Understanding the Stress in Construction

Common Reasons Why Construction Becomes Stressful

The Truth About Working in Construction

How to Reduce Stress in Construction

4 Key Techniques to Reduce Stress in Construction

Essential Elements to Reduce Stress in Construction

Conclusion

Dressing for Success in Construction: Tips and Guidelines

What Should a Female Construction Project Manager Wear?

Business Casual for Women

Comparing Guidelines with Male Attire

Personal Protective Equipment (PPE)

Importance of Dressing According to Safety Standards

Important Reminders When Dressing for Construction

What to Avoid Doing as a Female in Construction

Connecting with People in Construction

Final Thoughts

What is Float in a Construction Schedule?

The Purpose & Importance of Float in a Construction Schedule

How to Add Float in a Construction Schedule

Risk Analysis

Anchor Properly

What to Do If the Owner Won’t Allow Float, Contingency, or Buffers

Important Reminders About Using Float in Construction Schedules

What to Understand About Hiring from the Industry

Where to Hire a Construction Superintendent

How to Find Potential Superintendents

1. Observe Your Surroundings

2. Gauge Their Interest

3. Explain the Possibilities

4. Give Them an Assignment

5. Hire Trainees as an Assistant

6. Provide a Full-Time Field Engineer Opportunity

7. Send Them to a Field Engineering Bootcamp

8. Give Them Time

A Success Story

Learn More with These Resources

The Crucial Role of Schedulers in Construction

The Scheduler’s Evolution at Lean Takt

How We Approach Scheduling at Our Company

Becoming a Construction Scheduler: Eight Essential Steps

Conclusion: Embrace the Path to Becoming a Great Scheduler

How to Identify Lagging vs. Leading Indicators in Construction

How to Track Metrics for Your Business

Examples of Good Metrics to Track for Your Business

How to Start Tracking Your Metrics

What Project Managers Need to Say

How to Manage Projects as a Leader

Important Reminders for Construction Project Managers

Qualities Of A Good Superintendent

Key Steps to Becoming a Construction Scheduler

Where to Start When Making a Construction Schedule

Importance of Studying the Plans and Specifications

Creating a Macro-Level Takt Plan

Creating Zone Maps and Drafting the Logistics Plan

Important Documents and Requirements to Read and Take Care Of

Implementing the Last Planner System

How to Be an Effective Construction Scheduler

Managing Scheduling for a Construction Project

Conclusion

Importance of Asking for What You Need

What Happens If You Don’t Get What You Need

How to Give Constructive Feedback Using the Feedback Method

Different Examples of Giving Feedback to Your Manager

Training Needs

Addressing Behavior

How to Frame Constructive Feedback

Important Reminders About Giving Feedback

Learn More with These Resources

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