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1- Increase fund.
2- Increase resources.
3- Fast tracking.
I'm with answer of A. Raffat Sallem >>
The situation is schedule compression which requires:
1- Reestimation for critical activities, to identify the activities with more reservs and do more effort to decrease or eleminate their risks , thereby these activities time will decrease.
2- Assign the remaining activities on the critical path then crash by increasing resourses or fast track them .
3- You can change the source doing the critical activities to be more experienced, thus time dcreases.
4- Purchsing instead of creating part of critical activities will decrease time.
5- Use trend analysis for critical activities to eleminate the need for test.
6- Cut scope , but be careful and get client approval first .
7- Lower the quality for critical activities but up to accepted limits and only after client approval.
8 - If nothing above works , then use over time for team working on critical activities.
Project Manager will have to walk back the path and redraw PERT and phase out finishing work. He will be required to work more with plugging commercial gap which is more of created situation in which the contractors directly relates work to payment schedule. All Deliverable reaching or is yet to reach should be again redrawn.
Nicely answered by Mr. Raafat Sallam, I echo with him.
Try to adjust the small and independent activities in float duration of large activities.