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Leading the Orchestra, Feat. Jared Davis

Posted on September 9, 2025September 9, 2025 by Danny Jiménez⁩

Read 8 min

Today I have Jared Davis, aka Jerbert, with me. We riffed on weekly work plans, takt planning, pull planning, meeting cadence, and a bunch of practical stuff that will help anyone trying to get production flow on site.

Jared is rolling out takt and weekly work plans with his Colorado Springs team and he had great questions. The big one was this: should weekly work plans be split by trade lanes or shown together? My default answer is to show them together in a time by location format. When all trades are visible you can see the lines of balance, spot conflicts, and manage flow. The goal is to have trades moving together at the right distance and speed. If a trade is too fast it can create an inefficiency gap. If one is too slow it drags the whole chain. Seeing them together helps you tune the orchestra.

Pull planning is still the most important touchpoint. Do one on one work with trades first to surface sequences, then pull those pieces together in a collaborative session. The weekly work plan and look ahead are not meant to be a command and control tool. They are a simulated production flow to help everyone visualize handoffs and make work ready. Think of the weekly work plan as your pre-kit checklist. If tack wagon 21 needs specific labor, materials, tools, permits, layout, and preceding activities, the weekly plan is where you confirm those items are ready.

I love the sheet music analogy. The takt plan is your score and you are the conductor. You do not micromanage every craftsman. You set the tempo, identify the handoffs, and help remove roadblocks. In daily huddles the team checks to see if the notes were hit. If not, root cause it, fix it, and move on.

One quick myth to bust. Many people worry that sharing the schedule with trades gives them the power to stall or use buffers willy nilly. That is not what trade partners do. They want to be productive and move on. Hiding the schedule breeds fear and mistrust. Transparency creates buy in. Share the plan, invite feedback, and use the plan to clear the path for the trades.

Practical tips Jared and I discussed that you can use immediately. First, set a five minute timer in the trade meeting and ask participants to name the top roadblock preventing them from doing the work. Make that the focus. Second, mark daily completions on the visual plan so it becomes a real time production tool. Third, treat the look ahead as the place where work is made ready and the weekly plan as the place where commitments are validated.

Tools like Canva, Miro, and simple QR codes can make the plan accessible to everyone on site. You can print boards, post QR links on the fence, and let the trades pull the plan up on their phones. It does not have to be high tech, but it must be visible, accurate, and actionable.

Finally, remember that the hardest part is the meeting cadence and the flow of information from strategic planning to look aheads to weekly work plans to the day plan and down to the workers. It takes practice to tune the cadence and the visuals. Expect to iterate. Expect to try several different huddle formats before you land on the one that actually works for your crew.

Jared closed with one of the best reminders. Be the change you want to see. If you want trades to collaborate, create the conditions for them to do it. Make yourself available, be present, and learn something. Do better. Do far better. On we go.

Key Takeaway

I lead like a conductor. When I show all trades together in a takt plan, I can spot inefficiencies, make work ready, and help the team flow as one.

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

Short, But Good Thoughts

Posted on September 9, 2025September 9, 2025 by Danny Jiménez⁩

Read 9 min

Three Critical Shifts We Need in Construction

I am writing this blog from California while taking a little PTO, and it feels refreshing. Out here, mornings are cool and quiet, unlike Phoenix where the heat lingers through the night. That change of pace got me thinking about construction in the same way. Sometimes, we get stuck in old patterns, but a shift in perspective helps us see what really matters. Today, I want to share three short but important thoughts that could change the way we build.

1. The Rise of the Builders

For years now, I have noticed a troubling trend. Many companies are leaning heavily toward project management, placing PMs above superintendents rather than treating them as equals. This imbalance has created a culture where administration outweighs production.

We have lived through two eras of construction. The first was Taylorism, where efficiency was forced on workers through micromanagement. The second has been the rise of administration, fueled by certifications, paperwork, and endless reporting. What has suffered in the process is the role of the true builder, the field engineer, the foreman, the superintendent.

It is time for a third era. An era focused on profitability, productivity, and production systems. That means developing skilled builders who know production theory, lean principles, and collaborative practices. Project managers still have a role, but it must be refocused on supporting real work, not drowning teams in useless reports.

That is why the book series The Art of the Builder is so important. By building a library of resources for foremen, superintendents, and field leaders, we can restore balance. The future belongs to the builders who lead with clarity and production based thinking.

2. Stop Hiding Schedules from Trades

Another issue that comes up far too often is hiding project schedules from trade partners. I have heard multiple times that leaders withhold the full schedule because they do not want trades to see buffers, adjust dates, or challenge milestones. The idea is to keep trades in the dark so they will work harder under a false sense of urgency.

This is destructive thinking. First, it is dishonest. Second, it erodes trust with the very people doing the work. Third, it undermines the Last Planner System, which depends on shared information and collective planning. Collaboration cannot happen in secrecy.

Trade partners are not trying to game the system. They want to do quality work, finish on time, and move on to the next project. When leaders withhold information, it only creates fear, mistrust, and delays. The truth is, hiding the schedule is not a strategy, it is incompetence or fear.

When schedules are open, transparent, and aligned with production principles, trade partners can buy in, coordinate effectively, and take ownership of outcomes. Trust drives results. Hiding schedules destroys them.

3. Escaping the Hell of CPM

The last thought I want to share is about CPM scheduling. I have talked about this before, but it is worth repeating because of how destructive it is in practice.

Two of our integrators were recently on a massive project where the senior scheduler demanded that every weekly work plan be entered into CPM, networked together, and exported. The process was so overwhelming that it drained time, energy, and morale. Instead of leading the project, the team was drowning in administration.

This is the nightmare of CPM. It consumes hours of work but provides no clear path to recover a project. It is like standing by a river while your child is drowning and choosing to watch through binoculars instead of jumping in to save them. CPM gives you data, but it does not save the project.

Takt planning, on the other hand, provides actionable systems that help teams align, adapt, and execute. It turns planning into a proactive tool instead of a bureaucratic burden. If construction is going to move forward, we have to leave behind the nightmare of CPM and embrace production systems that actually work.

Final Thoughts

These three ideas, the rise of the builders, transparency with trade partners, and the shift away from CPM, are not just random thoughts. They are urgent calls to action. We need to equip field leaders with knowledge, trust our trade partners with full information, and adopt systems that actually drive production.

If we want construction to thrive, it starts with building differently. It starts with elevating the builders.

Key Takeaway

We must bring back the rise of the builders, trust our trade partners with transparency, and abandon CPM for systems that truly drive production.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Getting Past Ego

Posted on September 9, 2025September 9, 2025 by Danny Jiménez⁩

Read 8 min

Understanding the Human Ego

I want to talk about something that touches every part of our lives and work, the human ego.

Recently, I received some kind feedback on my book The Senior Superintendent. Readers shared how much they enjoyed it and looked forward to the audiobook and part two. Those words encouraged me, and they remind me why exploring topics like ego matters so much for leaders in construction and beyond.

You Are Not Your Ego

Sometimes people hesitate when I bring up subjects like ego or presence because they can sound abstract unless you’ve read Eckhart Tolle’s The Power of Now. But here’s the simple truth: you are not your brain, your body, or your thoughts.

Science shows that the brain has both a problem-solving and a communication center. Activity in the communication area often begins seconds before we consciously experience an “aha” moment. That proves our brain is an amazing tool, but it is not who we are.

According to Tolle, the ego is the false sense of self that arises when we confuse ourselves with our thoughts, feelings, or roles. If you are not careful, your ego will take the driver’s seat and control you instead of you controlling it. That is when you get defensive, angry, or stuck.

Ego in Construction and Marketing

At Elevate, we are constantly improving our sales and marketing to reach the right people. We know our services deliver incredible results: higher profits, on-time completions, proud teams, and jobsites others want to tour. But here’s the challenge: no one likes to admit they need help.

Kate put it well: most men in construction resist showing weakness. It is tied to the ego. If our website said “Project Recovery,” many would avoid it because acknowledging problems feels like failure. It is like the Febreze example, people did not realize their homes smelled because they were used to it. In construction, many do not recognize their projects stink until it is too late.

So we face the task of speaking to the ego without threatening it. Leaders want solutions, but they also want to keep their pride intact. That means we must find ways to present help as strength, not weakness.

The Eight Behaviors of the Ego

Tolle outlines eight ways ego shows up, and they apply directly to construction leadership:

Identification with thoughts: Believing every thought is truth, instead of treating it as data.
Seeking validation: Depending on approval from owners, executives, or peers rather than focusing on results.
Attachment to form: Defining worth by title, role, or possessions, making help feel like a threat.
Resistance to change: Clinging to old methods instead of embracing collaboration, respect, and new systems.
Separation and comparison: Comparing yourself to others instead of seeing the value of teamwork.
Negative emotions: Thriving on anger, resentment, or jealousy, which blocks connection and progress.
Defensiveness: Reacting to feedback as a personal attack rather than an opportunity to grow.
Need for control: Wanting to control everything and everyone, which destroys collaboration.

When leaders operate from ego, they sabotage themselves and their teams. They refuse to ask for help, resist proven systems, and cling to fire-fighting because it gives them significance. But when leaders step outside the ego, they open the door to real change, collaboration, and excellence.

Moving Past the Ego

The construction industry’s biggest barrier to progress is not a lack of tools, systems, or methods, it is the ego. Specifically, the male ego tends to resist asking for help, showing vulnerability, or admitting mistakes. While women can struggle with ego as well, men often carry a deeper conditioning to hide weakness at all costs.

If we are going to transform construction, we must face this reality. True leadership means putting aside pride, embracing respect for people, and building systems that support collaboration.

The next step for all of us is to recognize when our ego is driving the bus and to take the wheel back. When we do, we create space for better projects, healthier teams, and a more human industry.

On we go.

Key Takeaway

The biggest barrier to progress in construction is not tools or methods, it is the ego. When I separate my true self from my thoughts and pride, I lead with clarity and unlock lasting change.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Answers to Questions

Posted on September 9, 2025September 9, 2025 by Danny Jiménez⁩

Read 9 min

Questions from a Listener

In this blog, I am going to answer some great questions from a listener who read my book and sent me thoughtful reflections. I will go through each of their questions and share my perspective.

How can a superintendent be proactive about waste and variation during preconstruction?

The two enemies of a superintendent are waste and variation. Waste shows up in three categories: overburden, unevenness, and the classic eight wastes. Variation disrupts stability and flow. When I talk about fighting waste and variation, what I am really talking about is creating systems that allow for consistency, balance, and flow on a project.

The way to do this is not through a simple schedule but through true production planning. By focusing on proper batch sizes, balanced workflows, and smooth production systems, we can anticipate and reduce problems before they surface.

Preconstruction is the perfect phase to get ahead of these issues. Creating a production plan with clear work packaging and sequencing helps build the foundation for success. Later phases such as pull planning, look-ahead planning, and trade partner preparation also give opportunities to stay in front of problems. Flow does not come from pushing people harder. Flow comes from making work ready and aligning the team to execute with stability.

What did old school superintendents get right?

This is an excellent question. Old school superintendents, long before the heavy reliance on CPM schedules, often built projects in ways that created flow naturally. They studied drawings in depth, knew the means and methods of construction, and had a consistent team they worked with from project to project. Many of them had strong production systems based on time and location, which made sense for the way work actually happens. They valued craftsmanship, experience, and deep knowledge of building.

What we see in many cases today is a loss of both that technical expertise and the adoption of modern methods. Too many modern supers do not read drawings well, lack experience with means and methods, and resist technology. Instead of building strong teams and systems, they resort to pushing and rushing. That approach does not work anymore.

The future of our industry requires a new kind of superintendent. The superintendent of tomorrow will know tact planning, last planner, scrum, and lean methods. They will embrace technology and understand how to leverage digital tools while also carrying forward the grit, experience, and respect for people that defined the best of the old timers.

A true modern superintendent combines the wisdom of the past with the innovation of the present. They can read drawings, plan production, lead teams, and integrate new methods to create remarkable outcomes.

What advice would I give to my younger self at 28?

This is perhaps the most personal and meaningful question. If I could go back, the advice I would give to myself is to embrace respect for people. At the time I thought in terms of control and performance, but the lesson I eventually learned is that it is usually the system and process that create problems, not the people themselves.

Truly understanding respect for people changes everything. It helps you honor the trades, respect foremen and workers, and build relationships with trust. It encourages you to champion women in construction and support diversity across the workforce. It reshapes how you see protected classes, how you understand leadership, and even how you approach relationships at home.

If I could replay my early years, I would spend less time being critical and more time supporting others. I would be a better husband, a better partner, and a better leader. I would recognize earlier that people are inherently good and that systems are usually what need to change.

Respect for people has been the single most transformative principle in my life. It allows you to look beyond stereotypes, politics, or bias and see the humanity in every person you meet. It makes you inclusive, patient, and compassionate. Most of all, it builds the trust that allows projects and teams to thrive.

Final Thoughts

At the end of the day, construction leadership is not just about projects. It is about people. Whether you are creating a production plan, running a team, or raising a family, the principle that will serve you most is respect for people.

Old school supers remind us of the value of craftsmanship and experience. Modern methods remind us of the need for innovation and flow. The leader who can combine both while treating people with respect will be the one who truly elevates the construction experience.

Key Takeaway

If I could tell my younger self one thing, it would be this: respect for people above all else. The system creates most problems, not the people.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 1

Posted on September 9, 2025September 9, 2025 by Danny Jiménez⁩

Read 10 min

A New Era in Construction Scheduling

Welcome to the First Chapter of Our Takt Planning Series

In this new blog series, we’re diving into Takt Planning The Art of the Builder, one of our most visually complex books now translated into a format you can read, apply, and share.

We’ve hesitated to cover this book in blog format before, simply because it’s highly visual. But now, we’re ready. The industry needs this information, and we’ve found a way to communicate it clearly.

If you’re in construction and ready to elevate your understanding of flow, systems, and scheduling this is the blog series for you.

Real World Feedback

Takt Is Taking Hold

We recently received this incredible message from a listener turned-practitioner:

“We have incredible metrics from 13+ projects around the country where we piloted takt. Some struggled without support or strong Last Planner System (LPS) backgrounds, but overall, the results got leadership’s attention. We’ve even created a new department focused entirely on takt, and are scaling nationwide.”

This feedback fuels our mission. It confirms that takt works not just in theory, but in large-scale, high-stakes projects. And it reminds us why this system matters: it’s about people, not just processes.

Why We Trademarked the Takt Production System

We’ve been asked, “Why trademark something that should be freely shared?”

The answer is simple: to protect the integrity of the system.

When takt is misused like CPM often is it leads to overproduction, burnout, injuries, and failure. We trademarked it to maintain its core values: flow, safety, respect, and balance.

Takt is about working smarter, not harder and getting workers home safe.

Free Resources to Learn Takt (and Teach It)

We believe in making this knowledge accessible:

LeanTakt YouTube Channel: Complete video tutorials, including simulations and Canva graphics.
Takt Towers Game: A fun, educational tool developed with Lean Communications.
Free Takt Course: Available to anyone ready to learn and implement.
Interactive Miro Boards: With top takt planning videos and templates.

You don’t need to reinvent the wheel. Everything’s ready for you.

What Is the Takt Production System?

The Takt Production System is a scheduling method based on flow mapped by time and space that stabilizes a project so it can be optimized.

Time goes across the top (calendar).
Zones go down the left (project location or unit).
Trains of Trades flow through the middle (the real work in motion).

This creates a one-page master schedule that shows:

Workflow (horizontal),
Trade flow (diagonal), and
Logistical flow (vertical).

It’s motion-based. It’s people-focused. It’s lean.

Why Flow > Critical Path

We’ve said it before, and we’ll say it again, Critical Path is broken.

It’s a relic of a disconnected, resource overloaded, waterfall mindset.

Instead, we need Critical Flow Paths phased sequences that reflect real resource needs, real buffers, and real interconnections.

When you replace Critical Path with Takt + Flow, you stop guessing and start orchestrating. You don’t just schedule you produce.

Lean Isn’t Just “Pull” It Starts with Takt

Contrary to popular belief, Lean doesn’t start with “pull” it starts with takt time.

Here’s how manufacturing does it (like Toyota):

Takt: Controls the rhythm of production.
Pull (Kanban): Supports flow into that rhythm.
Andon: Stops the line when defects happen.

In construction:

The trades are your flow unit, like a car on an assembly line.
Your zones are the stations.
Your takt plan is the rail line.

This isn’t just theory it’s practical, powerful, and proven.

So Where Do You Begin?

Step 1: Identify Your Program, Project, and Phases

Here’s the hierarchy:

Program: A collection of projects (e.g. an entire campus or data center rollout).
Project: A single, manageable unit of work (e.g. Building G).
Phases: Logical groupings like structure, exteriors, interiors, sitework.

You’ll use three layers of planning:

Program Master Schedule: Interconnects all projects.
Project Master Takt Plan: Details all phases for one project.
Phase Takt Plan: The tactical schedule at the field level.

Always plan at the project level first. The rest follows naturally from there.

What’s Next?

This was just Chapter 1:
Programs and Projects

In our next blog, we’ll dive into Milestones how to set them, why they matter, and how to anchor them in your takt strategy.

Final Thoughts

Takt Planning is not just a tool it’s a production mindset. It’s about:

Respecting the worker
Aligning the team
Creating safety and rhythm
Delivering high-performance results

By 2030, takt will be the dominant lean scheduling method. Will you be ahead of the curve or catching up?

Takt Planning is not just a scheduling technique it’s a people first production system that creates flow, reduces waste, and aligns trades like a well-run assembly line. When implemented correctly, it transforms construction projects into synchronized, efficient operations where respect for workers, safety, and predictability come first.

Key Takeaway

The Takt Production System is about people first. It’s designed to create flow, safety, respect, and efficiency on construction projects. When implemented correctly, takt planning turns your project into a synchronized, systematized production line reducing waste and empowering teams.

If you want to learn more we have:

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

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 2

Posted on September 9, 2025September 9, 2025 by Danny Jiménez⁩

Read 9 min

Mastering Milestones in Construction Projects

I’m currently writing from Atlanta, Georgia, after a great session presenting the Integrated Production Control System which includes First Planner, TAKT, and Last Planner. It’s a great time to dive into Chapter 2 of the TAKT Planning Book, especially as I’ve just been walking teams through its application.

Before we jump into the topic, I want to take a moment to share some listener feedback that really meant a lot:

“Happy belated Turkey Day, Jason. I’m watching your TAKT simulation series and wanted to let you know that you’ve taken Jason’s training workshop from Germany and made a master class in terms of explaining it from a US perspective. Excellent work, sir.”

That comment was right on time. We’ve made Jason’s simulation available for purchase, complete with the board, the Canva guide, and video walkthroughs. It’s a powerful learning tool.

A Quick Note on CPM

Before we go deeper into milestones, I want to share a note I’ve had sitting on my desk for a while:

“CPM is like intentionally packing a freeway full to capacity, calling the cars a critical path, and expecting no delays.”

Let’s face it our industry can’t evolve into lean thinking if we keep clinging to destructive management methods like traditional CPM.

Understanding Milestones in TAKT Planning

This chapter in the TAKT Planning Book focuses on identifying project milestones. While it may seem simple, it’s one of the most misunderstood steps in construction scheduling.

What Are Milestones?

Milestones represent the start and stop points of project phases. These are not arbitrary checkpoints they’re essential for triggering work and aligning project timelines. Each milestone should be buffered to absorb variation and prevent cascading delays.

Every project should include the following key milestones:

Notice to Proceed (NTP)

This is your true construction start milestone. While you may have design milestones such as concept, schematic, or DDs (design development), NTP is the trigger for field operations.

On Third Milestone

This isn’t necessarily at the exact 33% mark, but rather a milestone around or near the one-third point of the overall project. It should tie to a major phase and serve as a useful progress benchmark.

Two Thirds Milestone

Similar to the one-third point, this marks a significant progress threshold and should also be attached to a meaningful phase in the project. These intermediate milestones help validate your pacing and buffer use.

Substantial Completion

This one’s often misunderstood. Substantial completion means the building is ready for occupancy. That includes:

Fire life safety systems complete
Elevator inspections done
All egress routes clear
Punch list issued
Internet, permanent power, and controls operational
Green tag inspections passed

This is more than just finishing physical work it’s a holistic milestone of readiness.

Final Completion (DDFD – Done Done Freaking Done)

This occurs after the punch list is resolved and the owner/architect sign off. Typically a few weeks to a couple of months after substantial completion.

Financial Completion

This is one I strongly recommend adding. Why? Because teams often say, “We got an extension, so we’re good.” But if you’re not being paid for general conditions or additional labor, you’re not good.

Tracking financial completion gives visibility into the cost impact of timeline shifts. If your project moves beyond this milestone, you’re bleeding money even if the owner grants more time.

Two Ways to Build a TAKT Plan

When creating a TAKT plan, you can approach it in two ways:

Given Milestones Approach
Start with your start and end milestones provided by the owner. Then design your TAKT plan to fit within those parameters, using buffers, zone optimization, and risk analysis.
Historical Data Approach
Start with a known start date, plan what’s realistically possible based on past experience, and propose a finish date. Again, validate using reference class forecasting and buffers.

In either case, you’ll need to define:

Design milestones
NTP
Substantial Completion
Final Completion
Financial Completion
Intermediate milestones (added during phase planning)

Wrapping up Chapter 2

This chapter might be short, but its impact is massive. A solid foundation of milestones informs every phase, train, and task in your TAKT plan. If you skip or mislabel these, your entire system will wobble.

So take the time to get this step right and build from a place of clarity.

Key Takeaway

Milestones aren’t just dates they’re decision points. When used properly, they create structure, pacing, and accountability across the entire construction lifecycle. Add financial completion to your tracking, and don’t build a TAKT plan without defining these anchors first.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How Can Technology Be Used To Complete Constructions?

Posted on September 9, 2025September 9, 2025 by Danny Jiménez⁩

Read 8 min

How Can Technology Be Used to Complete Construction?

I’m super excited about this blog because I’ve addressed this topic before and listed specific technologies I use, but today I’m covering five to six common questions that keep coming up around construction tech.

We love connecting with you, the readers of this blog. Seriously. And before I dive in, let me share something quick.

Our Purpose

The other day, Kate, one of my partners at Elevate (along with Kevin and me), wrote in our executive WhatsApp group chat: “We are unstoppable.”

When I asked why, she said, “Because our focus is genuinely about people and we’re aligned with the universe on that.”

That struck me. We’re not here for money or recognition, we’re here for you. Just like Gary Vee says, “Give out content for free,” and like Taylor Swift, “Love your fans.” That’s our DNA.

So, if there’s something we can do better, let us know. If you have thoughts, drop them in the comments. If you need help, reach out. We’re here to serve.

With that, let’s get into your biggest questions about technology in construction.

What’s the Philosophy for Construction Technology?

Technology is amazing. I’ve been an early adopter my whole career, AutoCAD, Revit, Synchro, Navisworks, surveying applications, even creating my own coordinate geometry software.

But here’s the thing: as a superintendent, I still hear excuses like, “I don’t use computers.” That has to stop. Superintendents use tech. You know how to use a phone, you know how to use a computer, so use them.

The right approach? Follow Toyota’s model:

Use thoroughly tested technology.
When it works, implement it.

No excuses.

What Are the Best Ways to Use Technology on a Jobsite?

Think of it like prefabrication. You don’t prefab everything, you prefab what solves bottlenecks. Same with tech:

Identify your constraints.
Apply tech where it makes the biggest impact.

Can Technology Speed Up Construction, or Just Track It?

Absolutely it can speed things up. Examples:

Designing in Revit.
Lift drawings in drafting software.
Model coordination in Navisworks.
Creating spools for prefabrication.
RFIs through project management software.
Total stations, GPS, and robotic total stations.

Most modern applications especially easy ones like Bluebeam are already making us faster. If tech isn’t saving time, question it.

How Do You Avoid Overcomplicating Things with Too Many Apps?

This isn’t really a problem of too many apps. The real issue is that people don’t fully learn the tools they have.

I’ve worked with DPR, where we used multiple apps: CMiC, Bluebeam, NoteVault, BIM 360, BIM 360 Field and it wasn’t too much. The only inconvenience? Storing all the passwords.

The problem is half-learning. We dip our toes into apps without mastering them. That’s why it feels overwhelming.

The fix?

Commit. Learn. Implement. Move on.
Stop resisting new tools.
Build the mindset of continuous improvement.

How Do I Get My Trades to Buy into Tech?

This is simpler than most people think. If the project delivery team uses it, the trades will too.

It’s about leadership and ownership:

Be clear about expectations.
Model the behavior.
Build strong relationships.

If you say, “On this job, we use Bluebeam,” and you back it up with leadership, your trades will use Bluebeam.

What’s the Most Important Thing to Automate First?

Start with your biggest limiting factor. That’s where tech creates the most value.

Technology Is Here to Stay

Avoiding tech because it’s imperfect today is the wrong mindset. It’s like electric cars, they may not be perfect yet, but if we don’t practice, we’ll never improve.

You can either be Netflix or Blockbuster. Lead the industry or get left behind.

Same with AI. It’s not going to replace us, but it will make us better. I already use AI for 30–40% of my workday because it helps me be more effective.

So, the choice is simple:

Resist and risk irrelevance.
Or embrace, learn, and lead.

Final Thoughts

Technology in construction isn’t going anywhere. Get in the game. Use it. Experiment. Fail. Learn. Improve. AI, software, apps, robotics, these aren’t threats. They’re tools to make us better.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Virtual PM Boot Camp

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

I hope you’re doing well. Danny, who leads our sales and marketing at Elevate, asked me to share some details about the upcoming virtual project manager bootcamp. She’s fantastic, and if you ever get the chance to meet her, you’ll see why. Rather than just write marketing material, I wanted to explain why this bootcamp matters and why it’s more than just another course.

Before diving in, I want to share a piece of feedback I received: “Thanks for the great content and structured information. It has helped me implement much of your teachings with my team. Phoenix could use a conference from you.” Notes like this mean a lot to me. Even though I live in Phoenix, most of my work is spread across the country, and I’d love to do more here locally.

Now, on to the updates. First, I’m thrilled to announce that Takt Book One, Version Two is finished. We’ve added all the feedback and updates you suggested, and it’s ready. The outline for the Takt During Control book is also complete, and the Last Planner System book is nearly done. Soon, you’ll have three books covering the entire system from start to finish: First Planner, Takt Planning, and Takt During Control. These books together will show you exactly how to run remarkable lean projects.

Now let’s talk about the Project Manager Virtual Bootcamp. It’s a four-day program, two and a half hours each afternoon, designed for busy professionals who can’t step away from their jobs full time.

Here’s the breakdown:

Day 1: Why projects fail and the key contributors to failure in our industry.
Day 2: The Integrated Production Control System, which combines First Planner, Takt, Takt During Control, and Last Planner working seamlessly together.
Day 3: Hands-on training with pull planning and creating a takt plan in time-by-location format.
Day 4: Last Planner in action, focusing on collaboration and connecting the plan to field execution.

It’s a compact, highly engaging course with exercises, interaction, and practical tools you can use immediately. Plus, the manual is free, packed with so much good content that it’s worth the price of admission alone.

I want to emphasize something. Takt planning is not a side tool. It is the foundation of all scheduling. You cannot coordinate trades, align procurement, or run flow effectively without it. This isn’t a trend or a random add-on, it is the way to schedule.

I realized this years ago when trying to link a CPM schedule to a 3D model for a 4D schedule. The CPM format simply didn’t work. The only way to make it coherent was to create a time-by-location format schedule, essentially a takt plan. Without it, the schedule didn’t align with how projects are actually built. From that moment, I knew: takt planning isn’t optional, it’s essential.

If you want to see how these fundamentals fit together and prepare yourself to lead remarkable projects, this bootcamp is for you. Danny, I hope this gives you what you need, and to everyone reading: I’d love to see you there.

On we go.

Key Takeaway

Takt planning is not optional. It’s the foundation of scheduling and the virtual project manager bootcamp will show you how to use it to lead remarkable projects.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Your Project Is NOT Unique

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

I hope you’re doing well. Before I dive in, I want to read some feedback I recently received from a follower who said my content has provided clarity in an industry that can feel overwhelming. They told me the relatability makes it feel like a conversation with a trusted mentor. Comments like this energize me to keep writing and sharing ideas, even when I wonder if people want to hear my thoughts. The truth is, I’m only here because of you, and I’m grateful for every one of you.

Now, let’s get into the topic: your project is not unique.

Whenever we talk about lean systems, tact planning, last planner, or operational excellence, people often push back with excuses: “We don’t have enough people,” “We don’t have enough money,” “My leaders aren’t doing it,” or the most common one, “That doesn’t apply to me.”

Let me be clear, it absolutely does apply.

I’ll share an example. Years ago, Weston Woolsey and I were talking to a team about operational excellence on a tilt panel project. The superintendent said, “You don’t understand, this is different.” Weston and I both had extensive tilt panel experience, and the truth is, there was nothing unique about that job. It was the same principles, the same flow, the same need for excellence.

I hear this all the time:

“You don’t understand, this is an active airport.”
“You don’t understand, this is a hospital.”
“You don’t understand, this is a lab.”

Here’s the reality: I do understand. Your project is not special. It has been done before. Whether it’s a dam, a bridge, a hospital, or even something like the Guggenheim Bilbao, it’s not new. It’s not unique. And it’s not exempt from the systems of operational excellence.

Tact applies. Last Planner applies. Scrum applies. The fundamentals of team building, planning, supply chain management, safety, organization, culture, and training all apply. Every time. Everywhere.

Some people argue that “one size fits none,” but that confuses tools with systems. The Integrated Production Control System, which combines First Planner, Takt, and Last Planner, works everywhere. It’s not a one-size-fits-none model. It’s a proven, universal system of operational excellence.

Thinking your project is different is a mental block. It’s a diseased thought that keeps you stuck. The truth is, you can change things right now:

You can implement takt on your jobs.
You can use Last Planner once takt is in place.
You can pull your schedule in properly.
You can manage your supply chain effectively.
You can build a happy, balanced team.
You can train your people and improve your department.
You can create a quality product.
You can achieve work-life balance and take care of your family.

It all starts with changing your mindset. Stop believing that your project is different. Stop thinking you’re the exception. Operational excellence fits all.

So ask yourself: what would it take for you to shift your thinking, embrace proven systems, and unlock new levels of performance on your projects? Because nothing is stopping you except the belief that your project is special. It isn’t. And that’s the good news, it means you can start improving today.

On we go.

Key Takeaway

My project is not unique. Operational excellence applies everywhere and the only barrier is the belief that it doesn’t.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Diagonal Line – People

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

Expect more. Let’s go. Welcome, everyone.

I hope you’re doing well. I’ve been a little behind on this blog, but I love being here with you. Recently, I’ve been pushing forward with the First Planner System book, making headway on the second version of the Takt Planning book, and working on new YouTube content.

Before diving in, I want to share some feedback I received. A reader reached out and said he discovered my post on creating a construction schedule using the critical flow path and found it insightful. That kind of engagement on LinkedIn, YouTube, and here on the blog does more than most people realize. It expands the reach of these messages so others can benefit.

Now, let’s talk about the diagonal line. In a time by location schedule, the trade flow line, the diagonal line, is the single most important thing in construction. Some may disagree, but I’ll stand firm: the diagonal line takes care of people.

There’s often confusion between resource efficiency and trade flow. Resource efficiency is when each trade goes at its own optimized speed, often creating imbalance and overburdening others. Trade flow is different. It’s when all trades move together at a common speed, with the right distance between them. The flow unit isn’t a single trade, it’s the chain of trades moving as one.

Why does this matter? Because focusing only on resource efficiency or productivity leads to burnout, unevenness, and wasted effort. I’ve seen this in real scenarios:

When companies prioritize productivity over supporting teams, workers burn out and projects suffer.
When preparing people for new assignments, some ask, “Why focus on their personal setup first?” The truth is, when people are supported first, they perform better and last longer.

Too often, the industry looks at productivity first instead of people first. But focusing only on output blinds us to capacity, balance, and flow. The diagonal line in a takt plan is a visual reminder of this balance. It shows what teams can realistically do without exceeding limits.

Think about it like an airline. Passengers matter, but without a functioning plane, nobody goes anywhere. In construction, trades are the plane. If we don’t maintain, support, and respect them, the whole project goes down. Owners and contractors often miss this point. The success of a project depends entirely on how well trades are supported.

This is why I always say: do not exceed capacity, do not overburden, do not create unevenness, and do not bury teams in waste. Take care of people first, and production will follow.

My identity, if I had to define it, is being a people first leader. That diagonal line represents flow, balance, and respect for capacity. It’s my guiding principle.

So here’s the question I’ll leave you with: are you a first person, or a people first person? Because until we understand that construction is all about people, we won’t truly succeed.

On we go.

Key Takeaway

I’ve learned that the diagonal line is really about respecting people. When we put trades and teams first, balanced production naturally follows.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Key Takeaway

Three Critical Shifts We Need in Construction

1. The Rise of the Builders

2. Stop Hiding Schedules from Trades

3. Escaping the Hell of CPM

Final Thoughts

Key Takeaway

Understanding the Human Ego

You Are Not Your Ego

Ego in Construction and Marketing

The Eight Behaviors of the Ego

Moving Past the Ego

Key Takeaway

Questions from a Listener

How can a superintendent be proactive about waste and variation during preconstruction?

What did old school superintendents get right?

What advice would I give to my younger self at 28?

Final Thoughts

Key Takeaway

Key Takeaway

Key Takeaway

Key Takeaway

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