Get it in Writing
One of the most valuable tips I can share about getting through the interpretive planning process painlessly is simply to document every conversation. Sounds easy, so why don’t more people do it? If you don’t currently have a system for documenting conversation, experiment with a few simple ways to do this. First, make sure the right people are having conversations.
Every project should have an assigned project manager. Given that the project usually involves both client and contractor, that means the client team needs a project manager and the contractor team needs a project manager. The project managers should be the only ones who are cleared to make decisions that might affect the outcome of the process. Project managers should talk directly to each other, not to each other’s staff or subcontractors. Team members (staff or resource specialists on the client side, and staff or subcontractors on the contractor side) should be talking directly to their own project manager. Occasionally, project teams may share information directly with each other, but at no time, should any information sharing be considered a decision to move in any specific direction without project manager approval.
During the course of the project, conversations will take place in a variety of ways: as review comments, face to face during planning sessions or review meetings, over the phone, or by email. For any conversation that is not already in writing, make a habit of following up the conversation with a written note (email is fine) that captures the content of the conversation and details any decisions that have been made. The note should say something like “this is what we talked about . . . if you have anything to add or edit, please do so within the next 24 hours and let me know what those changes are. If you’re ok with everything here, just send me a quick reply that lets me know you got this message.” Either party can take the initiative to do this – just makes sure it gets done.
Now you have documentation to support your next moves. If you run into problems later, you can go back to your documentation and figure out the solution much easier than relying on your or someone else’s memory or interpretation of the conversation.
This simple act can save hundreds of hours and thousands of dollars, as well as keeping the project on track and all project partners well-informed and happy. Without the documentation trail, assumptions get made, mistakes get blamed on others, and disagreements can derail the project, sometimes with disastrous results. Good communication is the key to success in any project process, but to keep everyone on the same page, get it in writing.
