Managing Constraints – Turning Obstacles Into Opportunities

Every project manager knows that constraints are a fact of life on the jobsite. Whether it’s a delayed shipment, a design change, or regulatory red tape, these “speed bumps” seem to pop up at the worst possible moments. Early in my career, I observed teams treating constraints as excuses for missed deadlines or as something to quietly “work around.” Lean Construction taught me a better way: treat constraints as valuable signals and address them head-on—and you’ll discover new opportunities to improve.

Understanding Constraints in Lean Construction

A constraint is anything that stands in the way of planned work moving forward smoothly. It could be a missing detail on a drawing, unavailable materials, or a lack of manpower. Traditionally, these issues surface only after they delay a workflow. Lean Construction flips this approach: we proactively identify, track, and resolve constraints before they become fires to put out.

The Last Planner System® (a Lean staple and one of our favorite tools) embeds this mindset into daily practice. During weekly planning sessions, the team is tasked not only with mapping the next week’s work, but with actively hunting for and removing constraints. It’s a mindset shift from reactive to preventive.

How We Identify and Manage Constraints

• Make Constraints Visible: Our teams use constraint logs – simple, visual lists (whiteboards, Excel sheets, or digital tools)—to track every potential blocker. This transparency ensures no issue goes unaddressed.
• Assign Ownership: Each constraint is owned by someone with the authority and accountability to resolve it. It’s not enough to flag the problem—a plan for action must follow.
• Prioritize Early: We emphasize finding constraints as early as possible. The longer a barrier goes unnoticed, the more disruptive and expensive it becomes.
• Regular Review: We embed constraint review into daily huddles and weekly planning, checking off resolved items and surfacing new ones before they become urgent.

Real-World Example: Procurement Challenges

We once faced a hold-up on custom millwork for a major project. Previously, this would’ve resulted in a domino effect of schedule delays. By logging and tracking the constraint as soon as it was detected—and empowering our procurement team to escalate quickly—we found an alternative supplier and adjusted sequencing. The team was able to pivot, minimize idle time, and keep critical path activities moving.

The Cultural Impact of Managing Constraints

One of the biggest rewards of this approach is cultural. When teams see that raising issues leads to solutions rather than blame, people become more engaged and proactive in their problem-solving. This drives a continuous improvement culture—each constraint resolved not only avoids disruption but also strengthens our collective knowledge and capabilities.

Tips for Better Constraint Management

• Create Psychological Safety: Leaders must reinforce that surfacing constraints is a positive, not a negative. Recognition should be given when someone flags an issue early.
• Integrate With Pull Planning: Use pull planning sessions not only to schedule work, but to identify where constraints could arise in the planned sequence.
• Empower Trade Partners: Invite all stakeholders, including trade partners and suppliers, to share constraints in real time. Solutions often come from unexpected places.
• Leverage Technology: Use digital collaboration tools to capture and share information instantly, keeping constraint logs accurate and actionable.

Measuring Success: What to Look For

Successful constraint management shows up in reduced delays, higher Percent Plan Complete (PPC) scores, and greater team satisfaction. At Skiles Group, we routinely review resolved constraints to spot patterns and improve our processes over time. It’s not just about getting through today’s challenges—it’s about building better projects, one obstacle at a time.

Managing constraints proactively is a hallmark of Lean thinking and a sure way to deliver projects more smoothly. When we turn obstacles into opportunities, we not only avoid costly delays—we unlock the potential for smarter solutions, empowered teams, and lasting improvements. That’s the kind of jobsite culture I want to build—and one that pays dividends for everyone involved.

Related Blogs

The Project Manager’s Role in Constraint Management

Lean Implementation – 4 Steps for Implementing Builder’s Lean

Lean Tools to Maximize Value in the Field