Many of these impacts come from areas outside of their direct control but well within their areas of influence. The best Project Managers, Foremen and Superintendents know how continually expand their influence over these areas.
This influence starts with being able to make a good argument about the impact including quantification and proposed resolution:
- Establish a clear and quantified baseline of where your production actually was before the impact. This is the foundation of your argument and critical if your argument escalates to any formal dispute resolution.
- Describe the impacts being specific and without any negative emotions.
- Describe and quantify your impacted productivity since the impact(s) started. Never let impacts linger more than 3 days at the max because the chances of correction diminish exponentially over time.
- Quantify the total estimated impact if the impacts are not corrected.
- Request a resolution providing specific suggestions if possible including a sunset timeline on the request.
Always argue your case with integrity never assuming ill-intent from other parties because that will break down trust.
