Crashing worked for that project because Ms.
Abd Rahman had access to skilled labor. Rather
than scrambling to find resources when the need
arises, practitioners should know before their projects launch what resources will be available if
needed, she says. “Some projects are limited by
resource availability,” she says. They might plan to
draw resources from a nearby, related project.
If additional resources aren’t an option—or will
balloon the project budget out of bounds—consider
reassessing the existing team. Sangram Dangre, PMP,
deputy manager, Reliance Jio Infocomm, Mumbai,
India, oversaw a project that aimed to provide broadband service to retail customers in 150 sites. It was a
high-profile project for the organization—and it was
one month behind schedule. He undertook a detailed
financial analysis to identify the tasks he could crash
with the smallest effect on the budget.
He also intensified his scrutiny of the project
activities and the project team. “To ensure quality and timely deliverables, we started monitoring
at a micro level and brought activities under the
direct focus of senior management,” he says. “We
equally ensured all team members were punctual,
disciplined and serious about the project.” Mr.
Dangre didn’t just push his team members—he also
rewarded them. “We declared incentives for timely
completion to motivate the team,” he says.
For many project practitioners, fast-tracking trumps
crashing because it doesn’t tap into the budget—if
“To ensure quality and timely deliverables, we started
monitoring at a micro level and brought activities under
the direct focus of senior management. ... We declared
incentives for timely completion to motivate the team.”
—Sangram Dangre, PMP, Reliance Jio Infocomm, Mumbai, India