We’ve all heard the traditional project management cliché: “Good, fast, or cheap: pick two.” In the world of environmental compliance, forcing that compromise usually means someone—the consultant, the responsible party, or the regulator—loses. But satisfying all three priorities isn't a matter of cutting corners; it’s a matter of understanding how the distinct forces inside a project can actually work together.
The Trilemma
The "Good, Fast, Cheap" meme is fun, but we are actually balancing the competing priorities of three distinct groups:
The Regulator needs good. My mandate is to ensure every solution meets the minimum requirements of the statute, and law when necessary. “Good" isn't a preference, it's a requirement.
The Responsible Party generally wants cheap. Typically they are looking for the option that costs the least right now.
The Consultant generally wants fast. Yes time is money, and yes the consultant wants to move quickly to ensure profitability. In my experience what that really means is that the consultant doesn’t want to have to redo and re-file revised paperwork as it likely wasn’t part of the original bid which eats into profits.
Bridging the Gap
These goals aren't mutually exclusive, and they don’t require a "Give and Take" strategy:
The Responsible Party needs to understand that the cheapest alternative right now to save money leads to "out-of-the-box" solutions that typically trigger complicated, lengthy regulatory reviews. This ultimately makes the project slower and in the long run more expensive. Following the basic interpretation of regulations is the cheapest path.
The Consultant needs to be the bridge between the regulator, and the responsible party. Your profit is tied to how quickly you can move a project to completion. Preventing lengthy regulatory reviews, and re-submittals is the best way to make that happen. As a regulator, I know that when we ask for more data, your time may not be reimbursed by the client. Efficiency is your best friend.
This Regulator’s Pro-Tip: Call Early, Call Often
The secret to staying in the center of that triangle? Communication. Before you even draft a submittal, pick up the phone. Setting expectations before the work is done prevents the friction that pushes projects to the edges of the triangle.