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Fast Tracking:

Fast tracking is a management technique used to ensure that projects are completed within the shortest time possible. When projects are fast-tracked, it usuallyindicates that tasks have been arranged to take advantage of non-dependent acti

vities that can occur simultaneously, thus shortening the overall project timeline. But, there is more to fast-tracking than the sequencing of tasks and activities.

Is fast-tracking appropriate for you and your current project?

Before you can safely fast-track a project, you must first address a few assumptions...

You must have a realistic schedule, with all tasks and activities properly identified.You must be aware of all task dependencies (knowing which tasks must end before

others can begin).You must have a solid grasp on project requirements, objectives and priorities.You must have a good relationship with your end-users and management.You must have a good process for tracking progress and managing risks and problems.Once you can meet all these assumptions, you will then have to address your needs.... why do you need to fast-track the project?

Fast-tracking can be appropriate under a number of circumstances and conditions.It is important to note that fast-tracking has its risks ... most notably; a p

roject that is on the fast track can be harder to manage because of all the simultaneous activity. In addition, if and when problems occur, the negative impactcan be more serious considering the extent of activity underway. So, fast-trac

king should be carefully considered.

When is fast-tracking appropriate?

The project has to be completed within the shortest time possible to meet required business needs and objectives.The project has to be completed sooner than expected due to changing circumstances.The project is behind schedule and the remaining tasks have to be streamlined tomake up for lost time.

The project is in trouble, and fast-tracking is needed to minimize further losses and damage.When faced with the need to fast-track a project, the first thought may be to add resources, or even more likely, to put in more work hours. But these optionsare not always productive or viable.

The application of additional staff resources, which may not even be a possibility, is often not a solution. Under some project circumstances, no matter how many resources you add, certain tasks can only be completed by a finite number ofresources. Additional resources may only cause confusion, and in fact, may impede, rather that promote progress.

Overtime is also a tricky proposition. While additional work hours may shorten

an otherwise lagging schedule, excessive overtime may backfire if staff burn-outsets in.

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Considering these issues, fast-tracking may be best used as a strategic weapon,where you first look to the project schedule and then the project itself to ensure that all efficiencies are being met.

The Fast-Track Process

Step One: Understand your Goals & Capabilities

Why do you need to fast-track?Are you looking for project efficiencies or to solve problems?Do you have the skills and resources needed to properly manage this project onceit is on the fast-track.

Step Two: Examine the Project Schedule

Identify hard dependencies (those tasks which have a "finish - start" relationship that cannot be changed).Identify soft dependencies (those tasks which can possibly be modified to remove

dependencies)Identify concurrent tasks (tasks having no dependencies and can occur simultaneously). This is the key to fast tracking.

Step Three: Re-work the Project Timeline

Having identified concurrent tasks, create a schedule that allows these tasks tobe completed in the shortest time possible.

Break down soft dependencies into task sub-sets, removing dependencies to shorten the project timeline.Focus on the remaining hard dependencies, assigning rotating staff, working in shifts, to allow more time to be spent on each task, thus shortening the overall

timeline.Step Four: Examine Alternatives

Can additional resources be added, and to which project tasks can those resources best be applied?Can additional work hours (overtime) be authorized, and how should those additional hours be applied?Can the scope of the project be changed to shorten the project schedule?Can deliverables functionality be reduced to shorten the project schedule?Can the project be outsourced in order to shorten the project schedule?

Step Five: Weigh Alternatives

As you examine and consider these fast-track alternatives, you need to weigh each alternative against....

Time: How much time do you need to save?Gain: What benefits will be realized from fast-tracking?Costs: What costs will be incurred from fast-tracking?Impact: What will the impact be on staff, and on other projects already underway?

Step 6: Seek Consensus

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Before you fast-track a project, you should ensure that your analysis is complete, and that you have the buy-in of those who would be impacted by the fast-trackdecision, including staff and end-users. You may need to fast-track without to

tal agreement, but cooperation will be greatly enhanced if all points of view are considered.

Step 7: Monitor Progress and Track Problems

Once in fast-track mode, effective issues tracking and problem management becomes essential. By definition, a fast-track project will be proceeding at an aggressive pace, and there will be significant activity going on at once. The luxuryof finishing one task and then moving on the next will be gone, so the ability

to track multiple tasks and manage issues and problems will be critical to success.

Concluded Note:

In all likelihood, every project customer wants their project completed as quickly as possible. In and of itself, this is not a reason to fast-track. Depending upon the type of project, the experience of the project team and the results desired, fast-tracking may not be an option. Sometimes a project must proceed along a timeline that cannot be shortened, despite the best intentions. However,when used with discretion and efficiency, fast-tracking can be a productive means for responding to changing business needs and project circumstances.

GAUTAM KOPPALA

POME Author