Accelerating Success: The Art of Fast Tracking and Crashing in Project Management
Project management is akin to steering a ship through unpredictable seas. The goal is to reach the destination on time, but the journey is fraught with unforeseen challenges and changing tides. In this dynamic environment, project managers often turn to two powerful techniques to keep their projects on schedule: fast tracking and crashing. These strategies are the adrenaline shots that can accelerate project timelines and ensure timely delivery, but they come with their own set of risks and considerations.
Understanding Fast Tracking
Fast tracking is a schedule compression technique used when a project manager decides to take tasks that were originally planned to be performed in sequence and execute them in parallel. This approach can significantly reduce the project timeline without altering the scope of the project.
When to Use Fast Tracking
Fast tracking is most effective when:
- Multiple project activities can be overlapped without compromising the quality or integrity of the work.
- The project is behind schedule and needs to catch up.
- There are limited budgetary resources for additional labor or overtime.
Risks and Considerations
While fast tracking can save time, it’s not without its risks:
- Increased likelihood of rework due to overlapping tasks and potential miscommunications.
- Higher stress levels for team members who may need to coordinate more closely and manage more tasks simultaneously.
- Potential for reduced quality if tasks that ideally require sequential completion are rushed.
Crashing the Project Timeline
Crashing is another schedule compression technique that involves adding additional resources to the project to complete tasks faster. Unlike fast tracking, crashing increases the project cost to achieve a shorter timeline.
When to Crash a Project
Project crashing is typically considered when:
- There is a hard deadline that cannot be moved, and the project is not on track to meet it.
- The costs of delaying the project completion are greater than the costs of crashing.
- Specific critical path activities can be completed quicker with additional resources.
Risks and Considerations
Crashing a project comes with its own set of challenges:
- Increased project costs due to overtime, additional staff, or expedited shipping for materials.
- Diminishing returns, as not all tasks can be accelerated by simply throwing more resources at them.
- Potential for team burnout if the increased workload is not managed effectively.
Striking a Balance: Combining Fast Tracking and Crashing
Often, project managers will use a combination of fast tracking and crashing to bring a project back on schedule. This balanced approach allows for the optimization of time and cost, but it requires careful analysis and planning to execute effectively.
Case Study: A Real-World Example
Consider the case of a software development project that was falling behind schedule. The project manager decided to fast track by overlapping the design and development phases, while also crashing the project by bringing in additional developers. This dual approach allowed the project to meet its deadline without compromising on the quality of the software.
Best Practices for Fast Tracking and Crashing
To successfully implement fast tracking and crashing, project managers should adhere to the following best practices:
- Conduct a thorough risk assessment before deciding to fast track or crash a project.
- Ensure clear communication among team members to avoid confusion during overlapping tasks.
- Monitor the project closely to identify any issues that arise from schedule compression.
- Be prepared to adjust plans and reallocate resources as needed.
FAQ Section
What is the main difference between fast tracking and crashing?
Fast tracking involves performing tasks simultaneously that were initially planned to be done sequentially, without additional costs. Crashing, on the other hand, involves adding extra resources to complete tasks faster, which increases the project cost.
Can fast tracking and crashing be used on any project?
While these techniques can be applied to many projects, they are not suitable for all. Projects with highly dependent tasks may not be ideal candidates for fast tracking, and those with limited budget flexibility may not be able to afford crashing.
How do you decide which tasks to fast track or crash?
Tasks chosen for fast tracking should have minimal interdependencies, while tasks on the critical path that can be accelerated without compromising quality are ideal for crashing.
What are the risks of not managing fast tracking and crashing effectively?
Poorly managed schedule compression can lead to increased costs, reduced quality, team burnout, and even project failure.
References:
- Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.
- Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling.
- Schwalbe, K. (2015). Information Technology Project Management.
