Fast-tracking of construction projects: a case study

Abstract

The growing use of professional construction management has been synonymous with the development of new project delivery systems such as the phased construction approach and the fast-tracking technique. This paper establishes the distinction between these two types of approach which have become increasingly popular for reducing project duration. The paper further illustrates, through a case study, the possible consequences of compressing and overlapping design activities in a fast-track program to expedite project delivery. A delay analysis shows the impact of this accelerated technique on construction activities. The far-reaching effect of mistakes during the early design/engineering phase in a fast-track program is usually underrated. Accelerating a project through fast-tracking is a major decision, and construction professionals often are not aware of its implications. Based on the case study examined in this paper and other fast-track constructions previously analyzed, trouble areas requiring special attention have been depicted and recommendations with regard to the effective use of this technique are presented. It has also been shown that if intensified effort on problem areas is lacking, such a popular accelerated technique could result in unexpected delays. Key words: fast-tracking, phased construction, professional construction management, design management.