Discussion: Managing Risks Associated with Compressing theProject Schedule
What are the options for the project team when it becomes clearfrom the network/PERT diagram and critical path that the project isscheduled to take longer than the sponsor and senior stakeholdersexpect? This is a common situation and it is important for projectmanagers to prepare themselves to address this situation andsystematically consider the options.
We will start our schedule compression analysis with theassumption that all the work packages and associated activitiescurrently in the schedule should remain as part of the projectscope. Project managers can consider two techniques; fast-trackingand crashing. You began your study of these techniques in Week 3.We continue to focus on them this week, and you will be applyingthem to your project schedules in Week 5.
How can you decide, which, if either, technique to use? What arethe strengths and limitations of each technique? What are the risksassociated with each technique?
