Impacts of Fast Track Processes on the Discovery of Changes Conference Paper uri icon

abstract

  • Completing building projects quickly is critical to success in many markets. Fast track projects perform phases concurrently to reduce project duration. Successfully implementing fast track projects has proven difficult partially due to unanticipated complex interactions among project processes that drive performance. We develop a dynamic project model to investigate the causes of fast track project failure. The model explicitly describes four building development activities, process concurrence, resources, scope, targets and iteration in and among four development phases. We model constraints on the availability of work with process concurrence relationships. We use our model to investigate the causes of fast track implementation failure and find that increasing concurrence provides decreasing reductions in project duration due to the creation of more change requirements and the delaying of the discovery of change needs, which interact to increase project durations. The results suggest explicit iteration management as an effective means of reducing project duration in fast track projects. 2004 ASCE.

name of conference

  • Computing in Civil and Building Engineering (2000)

published proceedings

  • Computing in Civil and Building Engineering (2000)

author list (cited authors)

  • Ford, D. N.

citation count

  • 1

complete list of authors

  • Ford, David N

publication date

  • January 1, 2000 11:11 AM