In response to such factors as the high cost of financing and runaway inflation of construction costs, several new approaches have been developed in the construction industry to compress the construction time involved in a particular project. Two of these approaches are fast track construction and construction management. This article examines the impact of these new approaches on subcontractors. Because there is little empirical data and not much case law concerning these new approaches, very little hard evidence of the impact of these new approaches exists. Experience with fast track construction and construction management to date, however, suggests that neither approach creates any intrinsically new problems for the construction industry. Rather, these approaches merely add new players (or change the names of some of the existing players), change the context in which more traditional problems arise, and possibly increase the volume of certain types of problems. The first issue that must be addressed is definitional: Exactly what are fast track construction and construction management? The remainder of this article discusses some of the problems affecting subcontractors that arise under the two processes. The article also discusses llow some of these problems can be minimized, both at the contract negotiation and drafting stages, and in the field.