Most would love to finish a project early without any conflict and there are a few ways to reduce time to a project schedule. The proper terminology for this expression is called “fast tracking & crashing” (Usmani, 2014).
One way to do this would be by reviewing “the critical path”, i.e. fast tracking (Usmani, 2014). Once you review the critical a few of the processes can be accomplished in what they call “parallel form” (Usmani, 2014). Parallel is “two or more tasks that can be performed simultaneously, without affecting the performance of the either one (Parallel, N.d.)”. The other is schedule crashing.
“Schedule Crashing is another schedule compression technique in which you add extra resources on the project activities to reduce the activity completion time (Usmani, 2014)”. However this technique is not done in all activities as “schedule crashing process, initially you will get more reduction in duration with less cost input; however, as you continue to reduce duration, cost increases at very fast rate with less reduction in time (Usmani, 2014)”.
There will always be disadvantages with “short changing a project”. For example, with fast tracking, the employees could be “spread too thin” and if there are any issues, it will be hard to resolve in a timely manner (Lister, 2014). “This can lead to tasks lagging behind the rest of the project (Lister, 2014)”. On top of an overburden staff, other issues such as actually finding where you are within the critical path can be difficult. “If any of these steps suffer delays, the entire project can't finish on time (Lister, 2014)”.
The disadvantages, with the method schedule crashing, would be just understanding the project. Since many of the critical tasks are outsourced “new resources aren't going to be familiar with the tasks at hand, so they will probably be less productive than current team members (Hardin, 2011)”.
It was suggested when “When NOT to Crash” in the article What Options Do You Have? (Hardin, 2011).
The suggestions are:
- Crash only activities that are critical.
- Crash from the least expensive to most expensive.
- Crash an activity only until:
- It reaches its maximum time reduction.
- It causes another path to also become critical.
- It becomes more expensive to crash than not to crash (Hardin, 2011)”.