Nearly every experienced project manager has been through it. You inherit a project with a difficult or near-impossible schedule and the order comes down to deliver on time.

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When you mention how far the project is behind, you’re simply told to “crash the schedule”, or “make it happen.” As a long time project manager who now advises others on how best to manage projects and project portfolios, the term “schedule crashing” still makes me bristle. I picture a train wreck, not a well-designed product or service that’s delivered on time, and for good reason. While schedule crashing sounds so easy in theory, in practice schedule crashing is a very risky undertaking that requires some serious evaluation to determine whether crashing will actually help or hurt.

In this article, I’ll explain the underlying premise behind schedule crashing and describe some of the typical risks involved in a schedule crashing effort. Then, I’ll provide seven questions that can help you assess whether schedule crashing will really help your project. Combined, the schedule crashing assessment and the risks can be brought to executive management when you advise them about how best to proceed with your project. Schedule Crashing Defined As defined by BusinessDictionary. Billy And Mandy Games The Fright Before Christmas Hacked Shooting. com, is “Reducing the completion time of a project by sharply increasing manpower and/or other expenses,” while the ‘s Certified Six Sigma Black Belt Primer defines it as “to apply more resources to complete an activity in a shorter time.” (p.V-46). The (PMBOK), fourth edition describes schedule crashing as a type of schedule compression, including overtime and paying for expedited delivery of goods or services as schedule crashing techniques (PMBOK, p.