![]() Resources may find themselves working for more than sixteen hours per day. It involves overloading the resources if the same resources are used on an activity and its immediate successive activities. Interdependencies between the Phases must be managed properly to avoid Risk and Rework. It overlaps the Phases of the Project i.e., Phase 2 can start before Phase 1 is completed. It saves time but more often it results in rework, it increases Project Cost and Risk, It also requires more attention to communication among the team to do the work. It involves compressing the Project Schedule by rearranging the Project Schedule Network Diagram and changing the relationship of activities on the critical path from Finish-to-Start to Start-to-Start or by adding lead time to downstream activities to perform activities in parallel that would normally be done in sequence.Įxample: Changing the relationship between “Paint Rooms” and “Install Carpet” activities by adding lead time to “Install Carpet” Activity in Project Schedule Network Diagram.īefore the change: Rooms must be painted before Carpets are installed.Īfter the change: With the added Lead Time, Carpet can be installed just hours after a room is painted. Neither Fast Tracking or Crashing techniques always succeed in bringing back the project in line with the Schedule Baseline. ![]() Two Techniques of shortening project duration Many Project Managers use the Project Schedule Network Diagram to manage the day-to-day operations of the project and to make adjustments when changes occur in the project schedule. If you have negative project float (the estimated completion date is after the desired completion date), would your first choice be to tell the customer the date could not be met and to ask for more time? No, the first choice would be to analyze what could be done to avoid negative project float by compressing the project schedule. He/she must use the schedule compression technique to determine the desired completion date that can be met if not, what can be changed to meet the imposed schedule end dates or unrealistic time frame? When the project has unrealistic time-frame or schedule end dates.ĭuring Integrated Change Control process to analyze the impacts on the Project Schedule (Time), Cost, Scope, Risk, Resources, Quality and Customer Satisfaction.ĭuring project planning, when the management or the customer requires a completion date that cannot be met.ĭuring executing, when the project manager needs to bring back the project in line with the schedule baseline or for approved change requests.Ī Project Manager must have the professional responsibility to make sure the project is achievable by properly planning it. It is not always possible to compress the schedule without an increase in the project cost. It involves compressing or shortening the Project Schedule without reducing the project scope in order to meet the schedule constraints imposed by the customer or sponsor. It does not always increase the cost to the Project. It increases the risks involved as it ignores the discretionary dependencies and performs additional activities parallelly. Fast-Trackingįast-Tracking involves changing the string of activities so that some of the activities are performed simultaneously. This is done so that the project can be completed seamlessly and quickly, but this method tends to be costly. There are two ways to compress the Project Schedule (Time) without reducing the scope of the project:Ĭrashing involves including resources for a particular project activity.
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