This Could Change Construction Forever

Posted on September 28, 2024September 28, 2024 by Jason Schroeder

Read 8 min

The construction industry is on the verge of a transformation that could change it forever. Drawing insights from the groundbreaking book Built to Fail, this blog will take you through the various eras of construction and offer a vision for the future. We’ll discuss where the industry is now, where it needs to go, and actionable steps to get there. Ready to explore the three things you should avoid, three things you can do, and three incredible books to guide you? Let’s dive in.

A Quick Look at Construction Eras

Before we delve into the future, it’s essential to understand the past. The evolution of the construction industry can be divided into distinct eras:

The Era of Taylorism This was the period when the industry was all about pushing workers to their limits. The focus was on how fast a worker could complete a task in a given hour, often leading to a destructive “more people, faster completion” mindset. But this was false logic. More workers didn’t equal quicker completion; it often led to project delays and inefficiencies.
The Era of Administration In this phase, the emphasis shifted to layers of management—managers supervising other managers, watching over the actual work. While the system optimized for administrative oversight, it moved further away from the core tasks, creating a divide between decision-makers and workers. This shift resulted in an environment where the system began to serve itself rather than the workers.
The Era of Production Systems The future of construction lies in focusing on production systems. Instead of wasting time on unnecessary paperwork, management upon management, and outdated scheduling methods like CPM (Critical Path Method), the emphasis should be on actual production. Only through this focus will the industry achieve sustainable profit.

The Problems We Face Today

The industry’s current focus on paperwork, inefficient schedules, and disrespect for workers has led to stagnation. The disconnect between decision-makers and those performing the work, coupled with outdated project management systems, is slowing down progress. If we want to change the industry, we must adopt lean, efficient systems that prioritize production over administrative tasks.

Steps Toward Revolutionizing Construction

So how can we transition from this inefficient status quo to an era of productivity that will revolutionize the construction industry? Here are three steps:

Find Your Bottlenecks A critical first step in improving productivity is identifying bottlenecks. Whether it’s a trade that’s not moving fast enough or an overly complicated phase of a project, bottlenecks slow everything down. A production system should help you visualize these bottlenecks so you can address them head-on.
Level the Work One common issue in today’s construction projects is the bunching of work, especially when multiple trades are pushed together to meet deadlines. This only leads to inefficiencies and extended project durations. Instead, aim for a steady, even pace of work to ensure smoother operations and faster completion.
Align Your Production Systems Successful projects align various systems—supply chain, design, and production—so they flow together in harmony. By ensuring all these elements are in sync, you create a balanced workflow that moves the project toward completion efficiently.

The Books You Need to Read

If you’re serious about driving change in the construction industry, here are three essential books:

How Big Things Get Done: A practical guide on how to plan and execute projects effectively.
The Five Dysfunctions of a Team by Patrick Lencioni: Learn how to build strong, efficient teams capable of managing complex projects.
Built to Fail: A deep dive into the current state of the industry and a roadmap for implementing production systems that can lead to sustained success.

Conclusion

The construction industry is at a crossroads. By moving away from outdated practices like Taylorism and excessive administration, and focusing on production systems, we can usher in a new era of productivity and profitability. Implementing the steps outlined above will help you lead this charge in your own sphere of influence. Be sure to check out the recommended books for more insights, and stay tuned for further discussions on how to level up your production systems. Together, we can change the construction industry for the better.

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.

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6 Things Every Good Project Manager Does

Posted on September 28, 2024September 28, 2024 by Jason Schroeder

Read 8 min

When it comes to project management, excellence isn’t just about managing tasks and deadlines; it’s about embodying a set of habits that consistently drive success. Today, I’ll walk you through six essential habits that every great project manager should cultivate, and share actionable steps you can take to elevate your performance.

The Role of a Project Manager

As a project manager (PM), your role involves much more than just overseeing tasks from beginning to end. You are the architect of the team, the planner of the project, and the provider of necessary resources. You make sure that everything is aligned and moving forward smoothly. While tools like meetings and pay applications may help, your core responsibility lies in three critical actions: build the team, craft the plan, and ensure that resources are available for execution. This framework will be your foundation for success.

Six Steps to Being a Great Project Manager

1. Build a Strong Team

Your first responsibility as a project manager is to build a competent team. There are distinct phases your team will go through:

Forming: This initial stage involves assembling the right people with relevant experience and complementary skills. It’s all about getting the right people in the right roles.
Storming: Conflict is inevitable as your team members step on each other’s toes while figuring out their dynamics. This is normal and necessary for growth.
Norming: As the team starts to rally around common goals, conflicts decrease, and cohesion improves. This is when the real work begins, and trust starts to build.
Performing: Finally, the team begins to function at its highest level. They’re focused, aligned with the plan, and committed to achieving the project’s goals.

Your job is to guide your team through these stages, fostering healthy conflict, setting shared goals, and holding each other accountable.

2. Keep the Team Focused

A cohesive team is only effective if they have a clear goal to work towards. Once your team is in place, it’s essential to keep them focused on milestones and objectives. By ensuring they understand the next task or target, you drive them to work towards a common purpose. Your leadership keeps them aligned and motivated.

3. Manage Risks Effectively

As a project manager, you must identify and mitigate risks that could derail your project. Whether it’s roadblocks, constraints, or unforeseen events, your ability to manage these risks will determine the project’s success. By proactively addressing challenges and removing obstacles, you keep the team on track and maintain the flow of progress.

4. Track Finances Diligently

Keeping a close eye on your project’s financial health is vital. This doesn’t mean magically creating extra money but ensuring that you aren’t losing money unnecessarily. By monitoring financial projections, buyout contingencies, and other key financial metrics, you ensure that the project remains on budget and that financial resources are used effectively.

5. Always Have a Plan

Having a plan isn’t just about the long-term trajectory of your project. A good project manager also maintains short-term, actionable plans. By breaking down the project into intervals—whether long-term milestones, 90 to 120-day goals, or short-term tasks—you ensure that everyone remains focused and that there’s always a clear path forward.

6. Solve Problems Quickly

One of the most critical responsibilities of a project manager is problem-solving. When obstacles arise or delays occur, your job is to identify, discuss, and solve these issues as quickly as possible. By bringing problems to the surface, addressing them head-on, and keeping the team aligned, you help maintain momentum and ensure that the project stays on track.

Boost Your Career with Continuous Learning

If you’re ready to take your project management skills to the next level, consider joining our Super PM Boot Camp. You’ll gain in-depth knowledge on how to plan and run a lean project from start to finish. Embrace these six habits, and you’ll see your effectiveness as a project manager soar. Onward to success!

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Construction Fails: How General Contractors Fail

Posted on September 28, 2024September 28, 2024 by Jason Schroeder

Read 9 min

In this blog, we’re going to tell you exactly how you can take your family business or your new business and be a part of the large percentage of construction companies that go out of business—if that’s your goal. If you truly want to declare bankruptcy and rid yourself of other debts while having an excuse to be a victim for life, feeding your ego along the way, then this is the blog for you.

Let’s get right into it. You’ve started a family business, and it takes a lot to do it right. But who wants to follow successful people like Paul Akers and do things the right way? Not you, right? Instead, let’s just declare bankruptcy, blame everyone else, and live in a helpless state that makes you feel important. Helplessness, after all, can sometimes be an empowering state for our significance. So, if you want to tank your construction company, I’ve got a surefire method for you. Here are seven steps to failure:

1. Do Not Keep Recruiting and Hiring

If you’re a general contractor, don’t bother with recruiting and hiring. What you want is to take on so much work that you become incompetent. Stop answering clients’ emails and requests, and just blame it on being busy. Who actually wants to talk to clients? Not you. Spread yourself thin and ensure your key people are ineffective, so when clients call, they already know you’re too busy to deliver quality work.

2. Do Not Have a Training Program

Having a training program would require you to care about your employees, and we can’t have that. Instead, hire mediocre people from the industry, maintain low standards, and then complain about being too busy to do a good job. It’s a perfect way to keep your company in a constant state of mediocrity.

3. Do Not Use Lean Systems

Avoid using lean systems like tact, Last Planner, or Scrum. Who wants to finish jobs on time and make money? Not you. Blame everything on your schedule or your team, and when it all falls apart, blame the system. Going out of business is not a big deal, right?

4. Do Not Care About People

Caring about people means you would have to put in extra effort to communicate with clients and employees. Stay in your comfort zone where it’s easier to blame others for your problems. Keep your business in the old ways where you’re in control, and dismiss concepts like inclusivity, productivity, and employee satisfaction. Why bother with all that?

5. Use Classical Management Techniques

Never leave your office and visit the field where real problems occur. If you stay locked in a room with your leadership team, you can make decisions without actually solving anything. Pretend you’re lean by reading a book about leadership, but never actually implement anything you’ve learned.

6. Do Not Use Business Systems

Forget about business systems like EOS or the teachings of Jim Collins or Patrick Lencioni. Just wing it. If you’re lucky, your bonding company, insurers, and the bank will lose track of where you are, and they might keep loaning you money. Structure and systems take too much effort to learn anyway.

7. Do Not Hold People Accountable

Reward your most troublesome employees and let them bring the entire organization down. If anyone suggests improvements, shut them down immediately. Let the troublemakers run rampant while you enjoy the destruction of your company from a safe distance.

How to Tank Your Construction Business

Ultimately, if your goal is to fail, just avoid education. Who needs to know about cash flow, insurance, risk management, or lean practices? Instead, play games on your phone or relax on your back porch. Worst case scenario? Declare bankruptcy and let your self-importance thrive by playing the victim.

Now, if this sounds like the kind of construction company you want to run, you’re on the right path. But if you actually want to succeed, there’s another way. At Elevate Construction, we specialize in business and operations consulting. We can help you make money, take care of your people, and build a beautiful business and life.

If you want to learn more we have:

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Is Construction Management Hard?

Posted on September 28, 2024September 28, 2024 by Jason Schroeder

Read 8 min

In this blog, we’re going to explore the realities of construction management, how challenging it can be, and practical ways to make your experience smoother. Many people ask, Is construction management hard? And the answer is: yes, it is. Construction management is incredibly tough, but with the right strategies, you can improve your situation.

The Challenges of Construction Management

First and foremost, construction management is difficult due to its multifaceted nature. It’s hard to maintain balance, learn all the complexities, and manage the many moving parts. You’re dealing with a myriad of people, separated trades, subcontractors with different contracts, and a process that often feels like navigating a battlefield of conflicting interests. The harsh reality is that many construction managers burn out. They sacrifice their health, relationships, and personal time, working long hours and facing immense pressure. It’s not uncommon for people in this field to suffer from stress-related health issues, strained marriages, and a lack of work-life balance. However, there is a better way.

Why Does Construction Management Feel So Difficult?

A significant portion of the difficulty is self-inflicted. Poor planning, lack of preparation, and failing to use proper systems are key reasons why so many construction projects go off the rails. There’s a rule in construction known as the two-thirds/one-third rule: if a project takes two-thirds of the time, you must spend at least one-third of that time planning. Without adequate planning, you’ll end up paying for it later with your time, energy, and even your health. Proper planning helps to prevent the late nights, weekends, and missed family moments that many construction managers experience. If you don’t invest in pre-construction planning, you’ll pay for it with stress, exhaustion, and strained relationships.

Avoiding Common Pitfalls in Construction Management

One of the biggest mistakes people make in their construction management careers is trying to fast-track their success. They skip essential steps, such as gaining experience as a field or project engineer, in their rush to climb the ladder. This lack of foundational knowledge will eventually catch up to you, causing you to feel overwhelmed and unprepared when challenges arise. You must take the time to master the basics. Learn one tool at a time, one process at a time, and don’t move on until you’ve fully understood each concept. Additionally, using the right systems is crucial. Lean systems, tax planning, integrated project management software—these are essential tools to streamline your workflow, enhance collaboration, and avoid unnecessary bureaucratic headaches.

Steps to Make Construction Management Easier

Here are some steps to help make construction management less stressful and more rewarding:

Love What You Do Passion is key. If you love the field of construction, the environment, the sounds, and the people, you’ll thrive. But if you hate being in that space, it’s not the right career for you.
Get Foundational Education This doesn’t necessarily mean college, but hands-on experience in the field is critical. Work with a crew, take internships, and understand the craft of building. If you don’t, you’ll struggle with a lack of respect and understanding of the work, which will hinder your career.
Leverage Your First Opportunity No matter where you start—whether in trade school, fieldwork, or an assistant role—learn all you can. Be hardworking, ethical, and eager to grow. Success will follow.
Establish Key Habits Stay organized. Keep a to-do list, maintain cleanliness, and ensure good personal organization. Ask plenty of questions and seek advice to avoid mistakes later on.
Grind in the Early Years Your first five years in construction are for grinding and making an impression. After that, you can focus on leadership and balancing your work-life responsibilities.
Stay Ahead Always be prepared. Just like being a parent requires planning ahead, construction management demands foresight. Don’t wait for problems to arise—be ready with contingency plans.

Final Thoughts

Construction management can be grueling, but it doesn’t have to be if you follow the right approach. Focus on proper planning, gain essential experience, use the right systems, and maintain a positive, forward-thinking attitude. Doing so will not only save you from burnout but also allow you to enjoy a rewarding and balanced career.

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How To Survive As A Trade Partner With A Bad GC

Posted on September 28, 2024October 15, 2024 by Jason Schroeder

Read 9 min

In this blog, I’m going to share valuable insights on how you, as a trade partner, can navigate the challenges of working with a problematic general contractor (GC). It’s not just about covering your back but delivering value, doing a great job, and surviving the experience while still making a profit. If you’re dealing with a tough situation, this blog is for you.

As trade professionals, do you ever feel that most content out there is targeted at general contractors, leaving us trades out of the picture? Well, that changes today because this blog is curated specifically for you. Let’s dive into how you can create flow, protect your work, and negotiate with bad GCs to survive and even thrive.

Creating Flow in a Construction Project

One of the biggest challenges on any construction project is creating flow. A flow helps you stay on schedule, maximize productivity, and ensure you’re not losing money. Typically, on a project schedule, we want to create a system where trades flow from zone to zone.

If you’re a trade partner, you need to be able to work efficiently by moving from one area to another in a smooth, diagonal pattern across the building. This allows for “one-piece flow” where you can complete work in one zone, reflect, make improvements, and then move on to the next.

While it’s true that not all buildings have repetitive structures, a good portion (around 40-60%) does, and you can use this to create a takt plan that guides your work. Even in non-repetitive areas, having a clear plan will help maintain the flow of your work across the project.

Working with a Bad General Contractor

If you’re stuck on a project where the general contractor doesn’t know what they’re doing, you’re likely facing either no schedule or a flawed Critical Path Method (CPM) schedule. The GC’s CPM schedule often leaves your activities disorganized and scattered. This will hurt your flow, extend your work time, and ultimately, lose you money.

So, how do you survive? Here’s what you should do:

Pull out the milestone: Identify the key milestone from the GC’s schedule. For example, if the milestone is the interior finish, focus on that.
Create your own flow: Using your internal scheduling resources, develop your own Takt plan. This will help you organize your work from zone to zone, ensuring you’re prepared for each phase of the project.
Send your plan to the GC: Whether it’s during the pre-construction phase or even after you’ve started, submit your schedule and show them how your work needs to flow. Negotiate this plan with them. If they attempt to stack your crews or cut your time, push back and explain why your flow plan is crucial.

Negotiating and Maintaining Flow

Negotiating with a GC is tough, but it’s important to stay smart and ensure that your work isn’t stacked, as this will cost you money. If the GC pushes for more labor, more overtime, or tries to rush the work, remind them of your plan. By maintaining flow, you can meet the schedule without additional stress and cost.

Every week, send a message to the GC, outlining what needs to be ready for your team to work effectively in the next zone. Document everything—this way, if the GC attempts to blame you for delays, you have a record showing that the work wasn’t ready when needed.

The key here is communication and preparation. If the GC insists on rushing or stacking work, keep reminding them to focus on making the work ready instead of throwing more labor at the problem. This will help maintain efficiency and prevent unnecessary overtime or extended durations that eat into your profits.

Protecting Your Trade

It’s essential to stand firm in protecting your trade. When dealing with bad GCs, staying in control of your schedule and documenting everything will help you complete the project on time and without financial loss. This approach also ensures you take care of the GC by finishing the work as early as possible and not extending the project’s duration unnecessarily.

Follow these three steps to navigate a difficult situation:

Establish the milestone: Know what the GC’s end goal is and align your work with it.
Identify your flow: Break down your work into manageable zones and stick to that plan.
Prepare the work ahead: Ensure the GC has everything ready for you to proceed efficiently, and hold the line when necessary.

I hope this blog has provided you with actionable steps for managing tough situations with GCs. We love supporting trade partners, and we’re here to help you navigate these challenges, find solutions, and succeed on your projects.

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How To Improve A Construction Company

Posted on September 27, 2024September 27, 2024 by Jason Schroeder

Read 9 min

How to Improve a Construction Company: A Step-by-Step Guide

In this blog, we’re diving into how you can take tangible steps to improve your construction company or even provide consulting services for others. Whether you’re looking for immediate actions you can implement tomorrow or strategies for long-term growth, this is the blog for you.

Step 1: Build Your Leadership Team

The first step in improving your construction company is assembling the right leadership team. As Jim Collins famously said, “Get the right people on the bus.” Before deciding where to drive the bus, you need to ensure you have the right people in the right seats.

Here’s a breakdown of the key roles:

Visionary: The entrepreneurial leader who sees the big picture and drives the company forward.
Integrator: The person who ensures the organization runs smoothly—usually the president or COO. They manage day-to-day operations and keep everything on track.

Once you have a visionary and an integrator, focus on building a team that includes:

Sales and marketing
Finance and risk
Operations

Even if you’re a small company, having the right people in leadership roles will make all the difference.

Step 2: Find Your “Why”

Understanding why your business exists is crucial. When you’re clear about your “why,” you connect with a sense of purpose and passion that can drive your company through tough times. This is especially important in construction, where challenges are inevitable.

At Elevate Construction, we say that “the vibe will hire the vibe.” When you know your company’s purpose, you attract people who share your passion, and this alignment is key for growth.

Step 3: Stay Connected

Staying connected to your intuition, team, and environment is vital. Whether you find that connection through prayer, meditation, or moments of quiet reflection, it’s essential to stay grounded.

When business leaders lose sight of this connection and let ego take over, their decision-making falters. Taking time to observe and listen to your company, projects, and team will provide the clarity needed to run your business effectively.

Step 4: Create Clarity

Your company isn’t just here to build projects—it’s here to fulfill a mission. A clear vision, mission, and set of core values help everyone in the organization align toward a common goal. Without this clarity, it’s easy for projects and teams to lose focus.

Step 5: Hold the Line on Core Values

Core values aren’t just aspirational—they are the foundation of your company. You should hire, promote, coach, and, if necessary, part ways with people based on these values.

By holding the line on your core values, you create a strong, unified culture that drives your business forward.

Step 6: Place the Right People in Key Positions

Once your leadership team is in place, ensure you have the right people in other key positions. As your company grows, so does your need for influence. The leadership team alone can’t cover everything, so you’ll need to expand by adding people who can fill the gaps.

Whether it’s by market silo or project-based structure, make sure your organizational setup matches the needs of your company’s growth.

Step 7: Set Up Your Meeting System

Communication is crucial in any organization, especially in construction. A solid meeting structure ensures feedback from the field reaches leadership quickly, and directives from leadership make their way back to the field.

Implement a meeting system where every team member knows their role and responsibilities. Regular meetings help identify problems and allow the team to discuss and solve issues efficiently. The Traction book by Gino Wickman, which introduces the Entrepreneurial Operating System (EOS), is a great resource for setting up this system.

Step 8: Identify and Solve Problems Efficiently

Once you have your structure in place, focus on problem-solving. Use the EOS framework of Identify, Discuss, and Solve (IDS) to address issues as they arise. When everyone in the organization is aligned and focused on the same goals, problem-solving becomes much more efficient.

Step 9: Constant Improvement and Training

Continuous improvement is key to scaling any business. Once you’ve set up the structure and identified areas for growth, double down on training.

Ensure your people understand the processes, reinforce best practices with field walks, and maintain open communication between leadership and the field.

To help you further improve your construction company, I highly recommend checking out the Elevate Construction podcast, where we provide daily insights into improving operations.

By following these steps, you can begin to scale your business while maintaining clarity, values, and a culture of continuous improvement. Stick to these principles, and you’ll see remarkable growth.

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:

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A Day In The Life Of A Superintendent

Posted on September 27, 2024September 27, 2024 by Jason Schroeder

Read 9 min

You’ve likely come across many blogs showcasing a superintendent walking through their day on a project. These are usually insightful, but sometimes, they miss the mark when it comes to what a superintendent should be doing. This blog is here to cover exactly that: what the day of a superintendent should look like and where some might go wrong. So, if you want to know what a superintendent’s day should involve and how to avoid common pitfalls, you’ve come to the right place. Let’s dive in!

1. Start with a Solid Morning Routine

A productive day starts with a focused morning routine. Whether it’s enjoying some sunlight, avoiding the phone first thing, or taking time for exercise and a good breakfast, this sets the tone for the day. You could also incorporate spiritual thoughts, self-improvement reading, or whatever works for you. The key here is starting the day right.

Pro Tip: Practice Box Breathing

Box breathing is a technique I highly recommend. It helps center the mind and allows you to focus. Here’s how it works:

Inhale for five seconds.
Hold for five.
Exhale for five.
Hold for another five. Do this three to five times, and you’ll start the day with a clear mind.

2. Maximize Your Drive Time

On your way to work, make use of this valuable time. Listen to a podcast or audiobook to feed your mind with knowledge. Imagine the impact if you dedicated your commute to learning for an hour each day! By the time you get to your job site, you’ll be energized and ready to tackle the day. And as a fun tip—why not end the drive with a “pump-up” song? Whether it’s a motivational tune or something from a movie soundtrack, music can help you hit the ground running when you arrive.

3. Create a Day Plan

Once you reach the office (or your project trailer), it’s time to plan the day. Hopefully, you’ve already mapped out your tasks the day before, but now’s the time to review and tweak as needed. Your day plan should allow for buffers and focus time—don’t fall victim to back-to-back meetings and constant email interruptions. Having a structured plan ensures you maintain focus and productivity throughout the day.

4. Lead the Morning Worker Huddle

Next comes the morning worker huddle. This is where you meet the team and discuss the plan for the day. You’ll also provide feedback, shout-outs, and any necessary training. This is your chance to establish the project’s flow and ensure everyone is aligned.

5. Do Zone Control Walks

After the huddle, it’s time for zone control walks. Walk the project site, check logistics, and ensure everything is set for the day. If you need to manage any zone transitions or handoffs, this is the time to do so. A smooth handoff process helps keep the project flowing.

6. Team Huddle

Once zone control is complete, it’s time for a team huddle. Bring any roadblocks or issues to the project management team to discuss. This ensures everyone is on the same page and can work together to solve problems.

7. Focus Time

Between 9:00 AM and lunch, and then again after lunch, it’s critical to schedule focus time. Use this time to review project drawings, update schedules, and handle any other planning tasks. Having undisturbed time to focus on these details is essential to ensuring the project stays on track.

8. Afternoon Foreman Huddle

In the afternoon, hold a foreman huddle to plan for the next day. This is a key moment to ensure everything is ready for the following morning. The foremen can take care of any necessary logistics, like refueling equipment, before they return the next day.

9. Wrap Up the Day

Before heading home, finalize any permitting or documentation tasks that need to be completed. Finally, take a few moments to plan the next day, if you haven’t already.

Final Thoughts: Crucial Components of a Superintendent’s Day

Morning routine: Start your day with intention.
Day planning: Always plan with buffers and focus on creating flow.
Zone control: Don’t just spot problems, actively manage handoffs.
Focus time: Carve out undistracted time for high-priority tasks.
Foreman huddle: Finish strong by preparing for the next day.

Remember, if you don’t follow this approach, your day will feel chaotic. You’ll spend more time putting out fires than making progress. But if you adopt these strategies, you’ll bring order to your day and see better results.

If you want to learn more we have:

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Construction Fails: How Project Owners Fail

Posted on September 27, 2024September 27, 2024 by Jason Schroeder

Read 8 min

In this blog, we’ll dive into the world of construction mismanagement, focusing on how project owners can unintentionally drive their projects into chaos. If you’re a project owner, this is your ultimate how-to guide on losing money, extending timelines, and navigating through costly court battles. Think of it as your blueprint for disaster!

Keep Pushing & Rushing People

If you want to ensure your project descends into chaos, rush your team! Everyone expects it, but it’s a surefire way to create chaos. You’ll love the results: late nights, stressed workers, and a downward spiral in productivity. And don’t forget, you can always blame the contractor!

Start the Project Before It’s Ready

Why wait until all the planning is in place? Start early and lock in your contractors before they’re ready. This way, they’ll scramble to meet your demands, and you’ll have the upper hand as they burn through resources. Who needs thorough planning when you can create panic from day one?

Misuse Phased Design

Ever heard of phased design? It’s supposed to help finish the project sooner, but here’s a twist: don’t complete the design! Get your contractors started and then change things midway. They’ll be too busy juggling your whims to hold you accountable for incomplete plans.

Don’t Hold Designers Accountable

Accountability? Not for designers! If the design isn’t up to par, just push the blame onto the contractor. This keeps you buddy-buddy with the designers while leaving the heavy lifting to someone else. It’s a perfect way to avoid responsibility.

Hire the Wrong Owner’s Representative

Want to make things worse? Hire an owner’s rep who thrives on contention. They’ll make your contractor’s life a nightmare while you relax on a beach somewhere. The more they stir the pot, the better you can shift blame onto everyone else.

Use Critical Path Method to Hide Issues

A detailed Critical Path Method (CPM) schedule can be your best friend. At 60 pages long, you can hide any mistake and make the schedule say whatever you want. By the time anyone figures out where things went wrong, you’ve already got a court case brewing!

Don’t Care About Workers’ Well-being

If things go south, no need to worry! You don’t have to pay for the extra overtime or injuries—let the workers handle that. Their bodies and personal time can pay for the mismanagement. It’s all about keeping costs low, right?

Create Excessive Paperwork for Contractors

Overwhelm your contractors with endless paperwork. Not only will they not have time to run the job properly, but they’ll be so bogged down they won’t have time to check if you’re meeting your responsibilities. It’s a perfect smoke screen.

Overextend the Team

Insert contract provisions that prevent your contractor from asking for additional resources, even when change orders come pouring in. This will make sure they are overworked and distracted, making it easier to blame them for anything that goes wrong.

Don’t Give the Project Team Time to Plan

Why would you pay for planning? Let the team figure things out as they go. The less time they have to plan, the more you can point fingers when things go awry.

Delay Decisions

There’s no rush to make decisions in a timely manner. Take your time choosing materials, approving designs, or selecting room numbers. The more you delay, the more control you maintain, while creating frustration within the project team.

Ignore the Right Metrics

Metrics? Who needs them? Rush, push, and panic are your guiding principles. Tracking progress would only reveal areas where you’re not doing your job, so why bother? Stick with chaos—it’s way more fun.

Learn More with Our Resources

This, of course, is a tongue-in-cheek guide on how NOT to manage a project. If you genuinely care about your construction project and want to avoid these pitfalls, reach out to us for consulting services. We can help you stay on track, finish on time, and avoid the headaches that come with poor project management.

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Why You Can’t Fix Construction

Posted on September 27, 2024October 8, 2024 by Jason Schroeder

Read 9 min

In this blog, we’ll explore why fixing the construction industry is nearly impossible and delve into the mindset and tools you can adopt to make progress in any attempts to improve it. So, if you’re curious about why the system prevails, what that system is, and the key factors that keep it in place, you’ve come to the right place. Let’s get started.

How The System Protects Itself

The construction industry has learned and implemented key principles from various influencers throughout history, which have been codified into systems. These systems are designed to protect themselves with checks and balances, creating a cycle that perpetuates inefficiencies. A key takeaway: the system always protects the system. The book Built to Fail sheds light on how the construction industry has repeatedly fallen into the same traps. The following eras illustrate these key mistakes:

Biggest Mistakes From the Era of Taylorism

The first era, marked by Taylorism, focused on speeding up workers by measuring output—how many nails could be hammered in an hour or how much work could be done in a given time. This era perpetuated the false belief that more people equal more work. In reality, this leads to overburdening, rushing, and stacking people in a way that reduces efficiency.

Biggest Mistakes From the Era of Administration

The second major mistake arose during the Era of Administration, where adding more managers was seen as a way to increase productivity. This belief led to an excessive focus on hierarchy and paperwork, resulting in more administrative layers rather than actual production. Systems built around administration further disrespect the people doing the actual work. These mistakes have now been codified into systems that protect themselves. To move forward, we need a shift toward production systems and lean thinking.

Why You Shouldn’t Push & Rush Workers

Pushing and rushing workers doesn’t work. Lean thinking teaches us to focus on improving processes rather than blaming individuals. When workers are rushed, the system creates bottlenecks—like a kink in a hose. More pressure doesn’t fix the kink, it just damages the hose. Similarly, applying more pressure on workers results in inefficiency and reduced output. Instead, we should focus on making work “ready,” ensuring the processes are smooth, rather than overloading people.

The Nature of People in Administrative Positions

The current system fosters an environment where mid-level managers are focused on protecting their jobs and their processes. This means more wasted effort on unnecessary tasks like critical path analysis and slippage reports. People who’ve built careers around these outdated methods are unlikely to change, as they resist disruption to their comfortable positions.

How Construction Contracts Are Designed

Construction contracts are often written in a way that pits stakeholders against one another, incentivizing rivalry rather than collaboration. Instead of trade partners working together, they compete in toxic ways. This creates a myopic focus on individual profits, where, in reality, nobody wins unless everyone wins on a project site.

How Segregation of Labor Leads to More Waste

Taylorism led to the segregation of labor into specialized trades and classes. As a result, what could once be done by one contractor now requires coordination between 15 different entities. This increases waste and inefficiency.

Ignorance From Builders & Lack of Training

The industry has moved away from self-performing general contractors who understand the building process. Instead, we’ve moved to a world where construction managers are merely brokers, leading to disorganization and a lack of effective project execution. Compounding this issue is the lack of budget for proper training in the industry, meaning we have a generation of so-called builders who are not adequately prepared.

Other Systematic Flaws

While the examples above highlight some of the most glaring issues, there are many more, such as:

Government contracts that prioritize administration over actual building.
A focus on the lowest bid, incentivizing contractors to cut corners.
A systematic disconnect between designers and builders.
Corporate systems that stifle innovation.

How We Can Fix the System

To fix construction, we need leaders with the authority and mindset to change the system. They must focus on creating a production system that respects people and fosters collaboration. Until we change the systems and governing bodies that regulate the industry, we won’t make real progress. I hope this blog gives you some insights into why the construction industry remains broken and what can be done to start fixing it. Let’s work together to make a positive change.

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Construction Fails : How Project Managers Fail?

Posted on September 27, 2024September 27, 2024 by Jason Schroeder

Read 8 min

In this blog, I will walk you through a comprehensive “how-to” guide on failing as a project manager. By following these steps, you will not only undermine your projects but also ensure a lack of support for your team, damaging both your professional and personal life. So, if this is what you’re aiming for, you’ve come to the right place!

Why You’d Want to Be an Incompetent Project Manager

The first key to being a terrible project manager is to be easily distracted. You can blame everyone around you for your failures, including the superintendents, owners, and teams. Use the excuse of being overwhelmed with tasks, projects, and meetings to never rise to the occasion and tackle real challenges. After all, why would you want to step out of your comfort zone? The beauty of being “busy” is that it gives you every excuse not to focus on what truly matters. You can keep your head down in countless meetings, avoid planning, and manage your time in such a way that the day ends before any real work begins.

Manage the Project by Budget Cuts

Want to fail at your job? Focus solely on the budget, and make sure you cut everything possible. Cut the budget for training, planning, and resources for the workers. Slash funding for things like lunchrooms, clean bathrooms, or even safety measures—because why would anyone need those, right? The more you can cut, the more you can manage by numbers alone without having to actually care about people or outcomes. By managing the project purely through financials, you avoid taking responsibility for real issues. When things inevitably fall apart, you’ll have an excuse ready and blame others for not managing resources better.

Avoid the Field at All Costs

If you really want to ensure your project’s failure, make sure you stay behind your computer all day. Never visit the site or check in with the team. The more disconnected you are, the less you’ll have to deal with actual project challenges or the people who know what’s really going on.

Disconnect from Your Team

Building a relationship with your team, especially superintendents, will make it harder for you to blame them later. So, it’s best to stay distant. The last thing you want is to develop any emotional connection or understanding of their needs. If they’re suffering, that’s not your problem. Make it a point to keep everyone at arm’s length. Avoid conversations, come into the office late, and spend as much time as possible hobnobbing with upper management instead of engaging with the people actually doing the work.

Pit Team Members Against Each Other

To maintain control and reinforce your ego, don’t build a cohesive team. Instead, create divisions and conflicts among them. By fostering a “soap opera” environment, you can keep everyone loyal to you while stifling productivity.

Neglect Planning and Blame Others

A major part of being an incompetent project manager is to avoid proper planning. Don’t bother with real project timelines or resource allocation. When things go wrong, blame it on the tradespeople, the foremen, or anyone else you can find.

Ignore Safety

Never get involved with safety measures on-site. If someone gets hurt, you’ll need to pin the blame on someone else, and if you’re too involved, it could make you look bad. Avoid anything that requires commitment or real oversight, especially when it comes to safety protocols.

Conclusion: How to Solidify Your Role as a Failure

By following these steps, you will effectively ruin your projects, strain relationships with your team, and blame others for the fallout. If this sounds appealing, you’re on the right track to becoming the worst project manager possible.

If you want to learn more we have:

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General Offerings

Company Offerings

Systems

A Quick Look at Construction Eras

The Problems We Face Today

Steps Toward Revolutionizing Construction

The Books You Need to Read

Conclusion

The Role of a Project Manager

Six Steps to Being a Great Project Manager

1. Build a Strong Team

2. Keep the Team Focused

3. Manage Risks Effectively

4. Track Finances Diligently

5. Always Have a Plan

6. Solve Problems Quickly

Boost Your Career with Continuous Learning

1. Do Not Keep Recruiting and Hiring

2. Do Not Have a Training Program

3. Do Not Use Lean Systems

4. Do Not Care About People

5. Use Classical Management Techniques

6. Do Not Use Business Systems

7. Do Not Hold People Accountable

How to Tank Your Construction Business

The Challenges of Construction Management

Why Does Construction Management Feel So Difficult?

Avoiding Common Pitfalls in Construction Management

Steps to Make Construction Management Easier

Final Thoughts

Creating Flow in a Construction Project

Working with a Bad General Contractor

Negotiating and Maintaining Flow

Protecting Your Trade

1. Start with a Solid Morning Routine

Pro Tip: Practice Box Breathing

2. Maximize Your Drive Time

3. Create a Day Plan

4. Lead the Morning Worker Huddle

5. Do Zone Control Walks

6. Team Huddle

7. Focus Time

8. Afternoon Foreman Huddle

9. Wrap Up the Day

Final Thoughts: Crucial Components of a Superintendent’s Day

Keep Pushing & Rushing People

Start the Project Before It’s Ready

Misuse Phased Design

Don’t Hold Designers Accountable

Hire the Wrong Owner’s Representative

Use Critical Path Method to Hide Issues

Don’t Care About Workers’ Well-being

Create Excessive Paperwork for Contractors

Overextend the Team

Don’t Give the Project Team Time to Plan

Delay Decisions

Ignore the Right Metrics

Learn More with Our Resources

How The System Protects Itself

Biggest Mistakes From the Era of Taylorism

Biggest Mistakes From the Era of Administration

Why You Shouldn’t Push & Rush Workers

The Nature of People in Administrative Positions

How Construction Contracts Are Designed

How Segregation of Labor Leads to More Waste

Ignorance From Builders & Lack of Training

Other Systematic Flaws

How We Can Fix the System

Why You’d Want to Be an Incompetent Project Manager

Manage the Project by Budget Cuts

Avoid the Field at All Costs

Disconnect from Your Team

Pit Team Members Against Each Other

Neglect Planning and Blame Others

Ignore Safety

Conclusion: How to Solidify Your Role as a Failure

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