Project management involves pressure to deliver results under tight deadlines, forcing teams to seek ways to shorten project timelines without compromising quality. The conventional wisdom of completing one major step before beginning the next is challenged by the need for speed. This pressure has led to strategies that reconsider the linear flow of work to accelerate progress.
Sequential Versus Overlapping Project Tasks
The traditional model for managing projects is sequential, known as the Waterfall method. Each phase follows the one before it in a strict, linear order. For example, when building a house, the foundation must be set before framing can begin, and the frame must be finished before drywall is installed. This method helps control quality, as the next phase relies on the successful completion of the previous one.
To shorten a project’s duration, an alternative approach involves overlapping sequential tasks. This means a successor phase begins before its predecessor is entirely finished. For example, in software development, the quality assurance team might start testing core features of an application while the development team finalizes other components. This parallel work is a strategy aimed at compressing the total time from start to finish.
The Fast Tracking Technique Explained
The formal term for overlapping tasks to shorten a project timeline is “fast tracking.” It is a schedule compression technique rather than a complete project management methodology on its own. It is applied within a framework known as the Critical Path Method (CPM), which is used for projects with interdependent activities. The critical path is the longest sequence of dependent tasks that determines the absolute minimum time to complete the entire project, and any delay on a critical path task directly delays the project’s completion date.
Fast tracking specifically targets this critical path. A project manager analyzes the sequence of tasks on this path to identify which ones, originally planned to be done one after another, can be done in parallel. For instance, if a marketing campaign involves creating ad copy and then designing visuals, fast tracking would involve starting the visual design using draft copy, rather than waiting for the final approved text. The goal is to shorten the critical path, reducing the project’s total duration.
This technique converts “finish-to-start” dependencies into “start-to-start” relationships. In this scenario, the second task can begin a certain number of days after the first one has started. The time between the start of the first task and the second is a “lag.” Careful calculation of this lag is needed to ensure the overlapping work is efficient.
Implementing Fast Tracking in a Project
Implementing fast tracking requires a systematic approach. The first step is to accurately identify the project’s critical path. This involves mapping out all project tasks and their dependencies to understand which sequence has the longest duration and dictates the project timeline. Without a clear understanding of the critical path, attempts to shorten the schedule can be misdirected.
Once the critical path is defined, the project manager must analyze the dependencies between its tasks. This analysis aims to distinguish between “hard logic” dependencies, where tasks must be sequential (e.g., you cannot test code that has not been written), and “soft logic” dependencies, which are based on convention but can be flexible. Fast tracking focuses on re-evaluating these soft logic dependencies to find opportunities for overlap.
After identifying tasks that can be overlapped, the project schedule must be formally adjusted. This involves changing the relationships between tasks in the project plan and communicating these adjustments clearly to all team members and stakeholders. For example, a construction project’s interior painting scheduled to start after all electrical work was done might be revised to allow painting in rooms where the electrical work is complete, while electricians finish in other areas. This change must be transparent to everyone involved.
Key Risks of Overlapping Project Phases
While fast tracking can shorten a project’s timeline, it introduces risks, with the most prominent being the potential for rework. If an earlier task that is not yet complete requires a change, it can have a cascading effect on the overlapping task that has already started. For instance, if a product’s design specifications are altered after manufacturing has already begun based on a preliminary design, costly rework of the manufactured parts may be necessary.
The need for parallel work streams also increases communication overhead. Teams working on overlapped tasks must be in constant contact to manage the dependencies between their work. This requires robust communication channels and frequent updates to prevent misalignment. Any failure in communication can lead to errors, duplicated effort, or work based on outdated information, undermining the time saved.
Resource management becomes more complex as well. Overlapping tasks may require the same specialized personnel or equipment at the same time, creating resource conflicts not present in the original sequential plan. A project manager must deconflict these resource needs, which may involve prioritization decisions or bringing in additional resources at an added cost. This can strain budgets and add complexity to project execution.
Alternative Methodologies with Overlapping Work
Beyond the fast tracking technique, other project management methodologies inherently incorporate overlapping work in a different structural manner. Agile and its specific framework, Scrum, are prime examples. These methodologies are not about overlapping large, distinct project phases but about performing all functions—such as design, development, and testing—within short, repeated cycles called sprints.
In a Scrum sprint, which might last two weeks, a cross-functional team works concurrently on a small batch of features. Designers might be finalizing the user interface for one feature while developers are coding another and testers are validating a third, all within the same sprint. This creates a collaborative and parallel environment focused on delivering small, incremental pieces of a larger product.
This iterative approach differs fundamentally from fast tracking. Fast tracking is a technique used to compress a pre-planned, linear project schedule by overlapping its major phases. In contrast, Agile methodologies are built on the idea of continuous, concurrent work from the outset, embracing flexibility and adapting the plan as the project evolves. The overlap is not a schedule compression tactic but a foundational element of how work is accomplished.