TAILIEUCHUNG - Lecture Project management: The managerial process (5/e): Chapter 9 - Erik W. Larson, Clifford F. Gray

Chapter 9 - Reducing project duration. The need for reducing the project duration occurs for many reasons such as imposed duration dates, time-to-market considerations, incentive contracts, key resource needs, high overhead costs, or simply unforeseen delays. This chapter presented a logical, formal process for assessing the implications of situations that involve shortening the project duration. | Where We Are Now 9– Rationale for Reducing Project Duration Time Is Money: Cost-Time Tradeoffs Reducing the time of a critical activity usually incurs additional direct costs. Cost-time solutions focus on reducing (crashing) activities on the critical path to shorten overall duration of the project. Reasons for imposed project duration dates: Time-to-market pressures Unforeseen delays Incentive contracts (bonuses for early completion) Imposed deadlines and contract commitments Overhead and public goodwill costs Pressure to move resources to other projects 9– Options for Accelerating Project Completion Resources Not Constrained Adding resources Outsourcing project work Scheduling overtime Establishing a core project team Do it twice—fast and then correctly Resources Constrained Fast-tracking Critical-chain Reducing project scope Compromise quality 9– Explanation of Project Costs Project Indirect Costs Costs that cannot be associated with any particular work package or .

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