8E4FBD84-A42F-4B0C-A8D8-0632219AEDBC.jpeg - Chapter 9 The chapter addresses strategies for reducing project duration either prior to setting the

8E4FBD84-A42F-4B0C-A8D8-0632219AEDBC.jpeg - Chapter 9 The...

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Unformatted text preview: Chapter 9 The chapter addresses strategies for reducing project duration either prior to setting the baseline for the project or in the midst of project execution. Reasons for reducing project duration 1. Time to market 2. Unforeseen delays like design flaws and equipment shutdown. Getting back on schedule requires compressing time on some of the remaining critical activities. The additional costs of getting back on schedule need to be compared with the consequences of being late. 3. "Imposed deadlines" 4. Times when it is important to reassign key equipment and/or people to new projects. Options for accelerating project completion when resources are not constrained Adding resources > The most common method is to assign additional staff and equipment to activities. There are limits when it comes to how much speed can be gained by adding staff. Brooks law: Adding manpower to a late software project makes it later. Outsourcing Project Work > subcontract an activity Scheduling overtime > in this way, you avoid the additional costs of coordination and communication encountered when new people are added. Disadvantages > hourly workers are paid more money and also it is an oversimplificat to assume that workers are as productive in their eleventh hour as they were in their t Establishing a core project team > Advantage of speed and creates a shared goal that can b a diverse set of professionals into a highly cohesive team capable of accelerating project completion. Do it twice-fast and correctly-> Build a "quick and dirty" short-term solution, then go bac do it the right way. Options for accelerating project completion when resources are constrain Improve the efficiency of the project team > The team may be able to improve product implementing more efficient ways to do their work. Fast-tracking-> A method of rearranging the logic of the project network so that critical activities are done in parallel(concurrently) rather than sequentially....
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