Reducing Project Time

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As with any other task, it is sensible to approach the problem of reducing the project time systematically. It is suggested that the process should take place in several stages. First activities on the critical path(s) should be subjected to the questioning technique to see if there is a quicker way to carry out an activity which does not involve an increase in resources or capital expenditure.
Second, can the logic of the plan be changed or the project modified by overlap¬ping or paralleling activities? This is a very potent way of reducing the total pro¬ject time.
Third, is it acceptably possible to increase the risks taken in the project?
Fourth, if resource analysis is being undertaken, can any resources be moved or can any increase in costs for increasing resources be tolerated?

Reduction by overlapping activities:
It should be noted that the greater the degree of overlapping of activities which occurs in a project, the more difficult the managerial task of con¬trolling those activities becomes since the interactions become more complex.

Reduction by increased risk:
Can an activity be reduced by increasing the risk?

Reduction by the transference of resources:
The non-critical activities in a network can sometimes be used to obtain resources that can be applied to critical activities to reduce their durations. This is sometimes known as `trading off' resources.

What do you think?
Discussion started by Luca Romano, on 957 days ago
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John Mulhall
Mr. Luca, interesting points. I would start by saying that reducing project time needs to be done after a detailed risk assessment has being conducted included a process flow analysis to understand how reduced time and thus resource allocation impacts the process flows, both critical path flows and non critical path.

Estimating time on a project is difficult, many are happy with PERT as a means of calculation but its vaguely accurate at best. I think the impact assessment of the project manager is critical here (ie. We have overestimated time needed and can shed some whilst not altering the project plan). However, if the initial impact assessment outlines a different picture that envisions changes to be made, a detailed risk assessment is needed to map the impact of every change made and its impact on the project and its outcomes (project risk/business risk/financial risk). Risk management tools like process flow analysis are useful here, but the kernal point is to put the brakes on any material change until it is fully understood impact wise.

954 days ago
Dr. Hasan Ali Alrajhi
It is great after you organize the teams who are studying the projects subdivisions were they need to specify customers, goals and employees working path. The workshop will guide for the overlapping points and possible resources replacement to reduce cost and maintain quality.
957 days ago