HKSM

Schedule compression shortens the project timeline without reducing scope, typically by overlapping activities (fast tracking) or adding resources to critical-path work (crashing). It requires careful trade-offs among time, cost, risk, and quality.

Key Points

• Shortens duration without changing scope or quality standards.
• Focuses on critical-path activities; compressing non-critical work may not reduce the end date.
• Main techniques are fast tracking and crashing, sometimes supported by limited overtime.
• Often increases cost and risk, and can raise the chance of rework or defects.
• Uses what-if analysis to compare options and impacts before implementing changes.
• Requires stakeholder agreement and schedule baseline updates through change control.
• Resource limits, dependencies, and external constraints can cap how much you can compress.

Scheduling Objective

Meet an aggressive target date or recover delays without cutting scope. Achieve the shortest feasible timeline while maintaining acceptable cost, risk, and quality levels.

Method Steps

• Confirm scope, quality criteria, and the non-negotiable deadline.
• Analyze the current critical path and near-critical paths in the schedule model.
• Identify fast-tracking opportunities to overlap logically sequential activities where feasible.
• Identify crashing opportunities by adding resources to critical activities and estimate time savings versus incremental cost.
• Assess resource availability, skills, calendars, and procurement lead times.
• Perform what-if and risk analysis for each option, considering rework and quality impacts.
• Select the least-cost, lowest-risk options that achieve the required date.
• Update the schedule model, costs, risks, and assumptions; seek change control approval to rebaseline if needed.
• Communicate changes to stakeholders and monitor execution, watching for emerging risks.

Inputs Needed

• Schedule model, network diagram, and current critical path analysis.
• Activity list, durations, dependencies, and activity attributes.
• Resource availability, skills matrix, calendars, and vendor lead times.
• Cost estimates, funding constraints, and cost of additional resources or overtime.
• Risk register, risk thresholds, and mitigation strategies.
• Assumptions and constraints log.
• Quality requirements and acceptance criteria.
• Change control procedures and stakeholder expectations.
• Historical data and lessons learned on fast tracking and crashing outcomes.

Outputs Produced

• Updated schedule model and new critical path.
• Approved change requests and possible rebaselined schedule.
• Revised cost estimates and budget updates reflecting compression actions.
• Updated resource assignments and calendars.
• Updated risk register and response plans for added risk and rework.
• Revised assumptions and constraints log.
• Stakeholder communications and release plans aligned to the compressed schedule.

Constraints

• Scope and quality cannot be reduced to achieve time savings.
• Resource limits, skills gaps, and contractual terms may restrict crashing options.
• Hard dependencies and regulatory or compliance requirements limit fast tracking.
• Procurement lead times and vendor capacity may be inflexible.
• Diminishing returns when adding people to late tasks can reduce effectiveness.
• Team fatigue and overtime ceilings can cap sustainable acceleration.
• Budget constraints may prevent sufficient investment in compression.

Example

A project scheduled for 16 weeks must finish in 12 weeks. The team overlaps design reviews with early development on the critical path (fast tracking) and adds a specialist to accelerate testing (crashing). The end date moves to 12 weeks, cost increases by 8 percent, and the risk register is updated with rework and quality mitigation actions.

Pitfalls

• Compressing non-critical activities that do not affect the finish date.
• Overlapping work without adequate risk controls, leading to high rework.
• Crashing tasks without verifying resource skills and availability.
• Ignoring quality impacts and defect introduction during acceleration.
• Skipping change control and failing to rebaseline the schedule.
• Underestimating indirect costs such as coordination and onboarding time.
• Not monitoring near-critical paths that can become critical after changes.

PMP Example Question

The sponsor advances the go-live by four weeks. Scope is fixed, but additional budget is available. What should the project manager do first to meet the new date?

1. Fast track by overlapping all design and build activities immediately.
2. Ask the team to work harder and longer hours without changing the plan.
3. Analyze the critical path to identify where fast tracking or crashing will provide the greatest time savings with acceptable risk.
4. Remove lower-priority scope to shorten the project.

Correct Answer: C — Analyze the critical path to identify where fast tracking or crashing will provide the greatest time savings with acceptable risk.

Explanation: Schedule compression should start with critical path analysis and evaluation of fast tracking or crashing options. Options B and D are improper, and A is premature without analysis of risk and impact.