Abstract
The fast track project strategy is designed to execute design, procurement and construction
phases concurrently to significantly decrease the project schedule. The design phase is more
important in fast track projects because design and construction are implemented almost
simultaneously.
The successful implementation of design procedure in fast track projects is very challenging
because the compressed schedule interferes with the inherently iterative nature of design,
resulting in sub-optimal design. The typical lack of time for pre-project planning in fast track
projects outcomes in insufficient development of project and design scope, causing costly
changes during project implementation which result in project cost exceeds and the project is
behind schedule and the quality deteriorates of the final output. The fast track project delivery
strategy is being utilised in industrial projects to reduce the time to the market, making the
study of best practices for management of design in fast track industrial projects more cogent
(Deshpan, 2009).
As this study is deductive in nature, contributing in testing a theory and using questionnaire
as an instrument for collecting data, therefore, the research methodology of this study is
considered quantitative.
In fast track projects, the different phases of the project such as the design, procurement and
construction are implemented concurrently. This makes major fights with the important
design procedure because the design is rushed in order not to delay the construction on site.
As a result there will be mistakes on the designs, because what is on site/field must
correspond to the final design drawings. There are numerous reasons for fast tracking a
project. If there is a lack of investment in time and resources in the planning phase, then the
project will be behind schedule and the costs will be very high. Experts have often
recommended project managers to anticipate, accept and budget for changes / rework in fast
track projects (Williams 1995). All the relevant stakeholders should be dedicated to the
project. The feedback from various stakeholders has to be received in less time in a
compressed schedule resulting in many problems including increased noise generation,
information overload, delay in information transmission, translation difficulties between
disciplines, lack of time for reflection and exploration of design and rapid transmission of
errors (Elvin 2003).
M.Ing. (Engineering Management)